Академический Документы
Профессиональный Документы
Культура Документы
DRAFT
HOME
About Mindfields
1.
2.
3.
4.
5.
6.
7.
8.
9.
2015 Mindfields. All rights reserved. Information is based on best available resources.
//
SEPTEMBER 2015 // 2015 Mindfields Pty Ltd.
Opinions viewed reflect judgment at the time of report creation and are subject to change.
DRAFT
HOME
Foreward
ANZ has a clear cost-down strategy to our operational
processing. Over the last three years we have every year
successfully reduced costs whilst simultaneously increased
customer service, controls and staff engagement.
As such, automation has been core to ANZs operational
strategy for years, and the rise of Robotic Process
Automation is a new tool to add to what we have already.
However, at the same time RPA is a different tool as
it creates exciting new opportunities to extend our
automation reach further and into areas which earlier
wastoo hard.
ANZ has a unique offshore setup where we are mainly
using dedicated captive centres for delivering services to
our customers. A key value of that structure is our ability to
leverage ideas and capabilities from our offshore teams and
the RPA journey is a testament to that.
As part of our launch into the RPA area, we looked at
successful implementations in other firms, many of which
are in this report, and realised that a top down approach
seldom had been successful.
As such, we have taken a different track, and instead of
focusing on doing automation to the operational teams
we are focusing on doing it with the teams. This in line
with Lean methodology where you always seek to create
production floor pull rather than management push.
We have spent significant time and effort in enabling the
people whom would benefit from using the toolset and
assisted them through embedding dedicated RPA skills
within their teams to be deployed against what they see as
their biggest opportunities.
This approach has proven very successful and we are now
seeing real uptake right across the Hubs network and a clear
demand from teams to get and use the technology.
This bottom up build is being consolidated to a top down
operational blueprint which clearly set out how we expect
process design to mature to over time. This is resulting in
us being able to successfully operate across the maturity
curve, with some teams using very basic capabilities whilst
others have started experimenting with very advanced
capabilities such as machine learning.
Simen Munter,
General Manager, Group Hubs at ANZ
Melbourne
// i
DRAFT
HOME
TABLE OF CONTENTS
FOREWARD: RPA @ ANZ
01
EXECUTIVE SUMMARY
02
INTRODUCTION
03
04
12
3.3 Where and how can RPA add value? Sectors, processes and benefits
13
18
19
20
ii //
SEPTEMBER 2015
21
22
23
27
28
06
29
07
32
7.1 Key drivers for increased adoption of RPA among service providers
34
34
35
35
36
DRAFT
HOME
08
41
42
44
45
46
47
49
09
52
10
FUTURE TRENDS
57
58
58
11
12
59
60
60
60
62
63
64
65
66
12.2 Wipro
73
12.3 Infosys
12.4 HP
97
105
115
12.6 Genpact
121
124
12.8 IGATE
126
129
12.10 IBM
137
12.11 WNS
143
12.12 Dell
147
155
// iii
DRAFT
HOME
TABLE OF FIGURES
Figure 1 Evolution of RPA
11
13
Figure 5 Ranking of key functional areas by service providers for the RPA
14
14
Figure 7 Estimated cost savings that can be achieved through RPA Keyprocessesandverticals
16
23
26
31
33
34
36
43
43
50
51
61
Figure 19 Percentage of Service providers having Partnership with Third-party tools provider
61
iv //
SEPTEMBER 2015
DRAFT
01
HOME
EXECUTIVE SUMMARY
Driving
Driving
the next
thewave
next of
wave
costofrationalisation
cost rationalisation
// 1
DRAFT
HOME
01
Executive Summary
Until recently, there was a lot of scepticism about Robotic
Process Automation (RPA). Some believed it was just another
version of an automation strategy being touted by software
vendors and service providers. With a lack of real-life examples
and case studies, client organisations were cautious about
RPAand its perceived benefits.
Based on an extensive independent study conducted by
Mindfields Consulting, this report examines the impact
RPA is having on the end buyers and providers of these
services. It includes detailed reviews of the major players,
based on direct engagement with key experts and industry
leaders, as well as case studies of real-life implementations.
Currently only a few of the top ASX companies have
strategies in place to leverage RPA but mostly are In Proof
of concept stage. This report will help enterprise buyers
of IT and BPO services make informed decisions about
adopting RPA in their front and back-office operations.
2 //
SEPTEMBER 2015
DRAFT
HOME
// 3
DRAFT
HOME
02
INTRODUCTION
4 //
SEPTEMBER 2015
DRAFT
HOME
02
Introduction
Across the industrial and manufacturing sectors, robots
have dramatically changed the way organisations
operate. What were previously highly manual tasks have
slowly been replaced by automated robots.
These robots in turn are becoming more and more
sophisticated, taking on more complex, higher value tasks.
This has had a dramatic impact on overall operational
performance in organisations. It is boosting production
levels, significantly reducing costs and, at the same time,
increasing quality levels.
// 5
DRAFT
HOME
03
6 //
SEPTEMBER 2015
DRAFT
HOME
03
What is Robotics and Process Automation (RPA)?
RPA is a software robot or application/tool that can
be configured to perform tasks normally performed
by a human, using rule-based processes.
The tool can be configured to capture and interpret
actions of existing applications used in various business
processes, just as a human operator would do. These
tools can mimic human actions without associated
errors. The most important attribute of these tools is
audit and logging. Any action or step taken by them
can be logged and audited. Human resource can watch
and perform a surveillance of each steps and actions
of these tools. This feature also differentiates RPA from
Straight Through Processing (STP) tools where there is
no visibility to human eyes of the steps/action taken by a
automated process.
Currently, human actions and steps are monitored by
automated surveillance mechanisms. Converse will
happen in a RPA process.
At its highest and simplest level, RPA software
essentially comprises a range of tools used to interface
with existing applications at the presentation layer.
These are then combined with a rules engine which is
customised to the respective process being automated.
Once the RPA tool has been trained or configured
with well-defined business rules, it can then perform
the functions being automated exactly as a human
operator would. These may include processing bulk
transactions, manipulating data, triggering realtime alerts or responses and creating audit trails,
as well as communicating seamlessly with other
enterprisesystems.
// 7
DRAFT
HOME
COMPLEXITY
AI based
Analytical
based
Judgement
based
Routine and
repetitive
Incorporates advanced
configuration to
incorporate judgmental
decisions
Highly rule-based
processes
Highly standardised
processes
complex
6 months
capabilities to understand
unstructured data, perform
self-analysis and make
decisions without human
intervention
periodic changes in
business rules
Advanced exception
applied in accounts
receivable process
operational analytical
capabilities
Requires RPA
Predictive capabilities
12 months
enabling businesses to
make faster decisions
18 months
TIME
CURRENT WAVE
Source: Mindfields
8 //
SEPTEMBER 2015
DRAFT
HOME
Dual-mode
data processing
Higher
accuracy
levels
Rule
based
Robotics
automation
Virtually
integrate
systems
24/7/365
uptime
Highly
scalable
Source: Mindfields
Virtual Integration
Operating in a virtualised environment, RPA seamlessly connects between standalone, legacy, ERP or
cloud based workflow systems, at the user interface level
Additionally, RPA solutions replace manual re-entry effort across multiple systems e.g. workflow, ERP
system, sometimes termed as swivel-chair integration and typically involves application of customised
business rules as per process requirements
Rule-based
Manage highly standardised tasks / processes where rules are structured into pre-defined steps that
can be easily scaled up or down as per changing business requirements
Real-time Auditability
Encompasses audit trail capabilities on a real-time basis. Helps enable business owners manage audit
and compliance reviews more efficiently with minimal disruptions to business operations
Technology Agnostic
RPA tools are not dependent on technology and can be used in any data-driven, rule-based processes
Accuracy
RPA achieves near 100% accuracy levels as manual efforts are automated through clearly defined
business rules
Highly Customisable
RPA solutions are not Off-the-Shelf products for specific industries or functional areas, but can be
customised as per business requirements rapidly and affordably
// 9
DRAFT
HOME
RPA systems are not only functionally rich, they are also operationally powerful:
Deploy anywhere
Whether you have back-office operations onshore, offshore or near-shore, RPA can be deployed
anywhere and still provide the benefits of lower costs and increased efficiencies.
Operates 24/7,
year round
Robot applications are programmed to operate non-stop, 24/7, all year round, without breaks,
typically including enhanced security and compliance features.
Highly scalable
RPA solutions are highly scalable applications. Solutions can be ramped up or down within a short
time, enabling the flexibility to meet variable demand loads.
Easy to train.
Easy to set up
RPA systems are trained in the live environment. There is no need for the test environment
setup associated with traditional IT development. During the Go Live phase, robots are actively
monitored to ensure that rule-based procedures are being adhered to according to requirements.
Any deviation is assessed, evaluated and modified on a real-time basis.
Advanced robot systems have in-built safety mechanisms. Whenever an unknown change or
downstream failure takes place, the system will perform the smart response action it has been
trained to perform.
High security
Most RPA tools have strong authentication mechanisms so business rules cannot be easily altered
or manipulated.
Extensive performance
data
All processes in live mode generate valuable statistical profiles as a by-product, on a real-time
basis. This makes it possible for process consultants and subject matter experts to fine-tune
existing processes and activities, and build in further operational efficiencies.
Strong business
engagement
Robotic automation platforms are typically managed, operated, licensed and controlled by IT
departments. This is done in conjunction with business owners, business process consultants, IT
audit, governance, risk and compliance teams, and other key business stakeholders.
Easily re-usable
Robotic processes are typically built and made available for re-use across business functions and
processes, enabling unrelated groups to share and build common resources.
RPA set-ups typically operate at a fraction of the costs of human FTEs deployed on similar backoffice operations.
Labour laws do not apply to RPA, so clients can avoid any potential labour-related constraints in
various jurisdictions.
10 //
SEPTEMBER 2015
DRAFT
HOME
Technology
Resilience
Robot
training
Compliance
Execution
Run on virtual
machines and
desktop
Typically hosted on
dual live data centres,
delivering high
resiliency
Robotic
reconfiguration can
happen in real time
Vendor/Client
Change Management
team monitor
changes 24/7
Leverages existing
IT frameworks for
security and risk
management
Generates extensive
IT audit trails in real
time
In-built failover
and recovery
capabilities
prevent any
downstream
failures
100% uptime
Integrated
documentation and
workflow, lowering
audit time
Source: Mindfields
// 11
DRAFT
HOME
12 //
SEPTEMBER 2015
DRAFT
HOME
KEY PROCESSES
Human Resources
Customer Services
Payroll Administration
Invoice Processing
Query Management
Benefits Enrolment
Billing Support
Order Management
Complaint Management
Claims Management
Procurement/Sourcing
Order Processing
Application Tracking
Subscription Management
On Boarding/Off Boarding
Helpdesk Management
Billing Management
Sales support
Source: Mindfields
// 13
DRAFT
HOME
Utilities
Mining
Travel
Retail
All of these verticals have significant levels of rulebased, high volume, back-office transaction processes.
These involve a large number of human operators
(primarily operating from offshore delivery centres)
and servicing client organisations spread across various
locationsworldwide.
Figure 5 Ranking of key functional areas by service providers for the RPA
7
6
5
4
3
2
1
0
Rank 1
Rank 2
Rank 3
Rank 4
Rank 5
Rank 6
Claims Management
Order Management
Human Resources
Rank 7
Rank 8
Rank 9
Rank 2
Banking
Rank 3
Rank 4
Insurance
Rank 5
Healthcare
Rank 6
Logistics
Rank 7
Rank 8
Manufacturing
Rank 9
Retail
Rank 10
Aviation
14 //
SEPTEMBER 2015
DRAFT
HOME
Banks
Consumer Packaged
Goods (CPG)
Capital Markets
Please also refer to Section 12 for detail Use and Case Studies for the processes for which RPA can be implemented.
// 15
DRAFT
HOME
26%
35%
55%
Supply chain
17%
25%
40%
14%
22%
34%
15%
26%
40%
Human Resources
13%
20%
39%
Expected in 12 years
Expected in 35 years
Across key horizontal functions, we expect decision makers to see minimum cost savings of
13% as compared to a year ago (since RPA implementation). Over a three to five year period,
we expect these cost savings to grow to over 30% across key RPA centric functions (F&A,
human resources and supply chain). In some areas, we expect improvements of over 50%.
Banking Sector
19%
30%
43%
0%
35%
40%
26%
35%
55%
Expected in 12 years
Expected in 35 years
In the banking sector, middle office functions (e.g. claims coding and transaction processing)
are expected to realise the highest cost savings through RPA in the medium (1-2 years) to
long-term (3-5 years). Other back-office functions will continue realise over 19% cost savings
from a year ago (since RPA deployment).
16 //
SEPTEMBER 2015
DRAFT
HOME
Insurance Sector
21%
41%
49%
Claims management
21%
35%
53%
18%
22%
46%
12%
25%
39%
Expected in 12 years
Expected in 35 years
The insurance sector, which continues to remain highly regulated as is the banking sector,
will realise the most cost savings (over 20%) in the risk, fraud and compliance and claims
management processes through RPA, rising to over 40% in the next two to five years.
Healthcare Sector
17%
30%
47%
20%
29%
40%
11%
28%
39%
11%
22%
39%
28%
34%
41%
20%
37%
50%
Medical management
Expected in 12 years
Expected in 35 years
// 17
DRAFT
HOME
NOTES
18 //
SEPTEMBER 2015
DRAFT
04
HOME
// 19
DRAFT
HOME
04
What is the current state of RPA in the market
and what is holding it back?
There has been a steady increase in RPA-enabled integrated IT/
BPO engagements in the last year, some at proof of concept stage.
Automation capability is now being adopted across all regions, and
expanding from manufacturing into the services sectors. However,
automation deployment has been limited by high set-up costs and
lower labour costs, especially in off-shore locations.
The market is still nascent, but client organisations are
expecting their service providers to embed their RPA
capabilities, a move which will reduce costs by around 3050% and improve the accuracy of rule- based processes
and tasks. IT/BPO service providers are trying to fully gauge
the impact of embedding RPA solutions into their service
offering. We expect 2016 to be the year when RPA becomes
a buzzword and even a game-changer for service providers.
The potential for significant process efficiencies, cost
improvements and flexibility in managing projects
will be tremendous but the scale and complexity of
implementations is currently limited.
20 //
SEPTEMBER 2015
DRAFT
HOME
NOTES
// 21
DRAFT
HOME
05
22 //
SEPTEMBER 2015
DRAFT
HOME
05
The RPA Ecosystem
The drivers for adopting RPA are compelling, so much
so that the overall RPA market is projected to grow by as
much as 60% annually over the next few years.
PROJECTED OPPORTUNITY
KEY DRIVERS
Operational efficiencies
In-sourcing as a strategy
FTE reductions
Enhanced compliance, quality,
performance and uptime
// 23
DRAFT
HOME
Over the last year or so, there has been a significant growth
in RPA implementations across the BPO environment.
There is potential for expansion to other areas in the IT
services sector where key existing processes and tasks
could deliver significant efficiencyimprovements.
NOTES
Geographic trends
We expect to see the highest level of RPA adoption in
Europe. A conservative approach towards outsourcing
and off-shoring has left European organisers with higher
costs than their international competitors. The North
American buy-side market is also witnessing significant
growth. This is driven by a highly competitive environment
which is motivating existing players to explore operational
improvements. As a result, RPA software vendors are
partnering with IT/BPO service providers. Going forward,
we also expect to see significant growth in Asia Pacific
and the ANZ market which is generally six to nine months
behind of US and European markets in terms of adoption
of newtechnologies.
24 //
SEPTEMBER 2015
DRAFT
HOME
Examples
Blue Prism
a.
IPSoft
Automation Anywhere
Automic
c.
UIPath
Exilant
OpenSpan
Samyutam
WNS
b. They have the necessary management buy-in, highly skilled talent pool, process
excellence capabilities and a broad portfolio of large client organisations.
c.
They are mature and confident enough to forge ahead and develop their own
IP-based RPA platforms without needing to partner with third-party RPA
softwarevendors
Primarily BPO providers who have partnered with third-party RPA software
vendors (e.g. Blue Prism and IPSoft) to build and expand their RPA capabilities.
IGATE
Tech Mahindra
b. These providers have strong domain and process excellence capabilities (especially
in the BPM domain) across industry verticals, but are not quite so mature in the
ITspace.
c.
D. Service providers with their own RPA tools as well as partner with specialist RPA
software vendors:
a.
This is the largest category in the RPA ecosystem where IT/BPO providers have not
only developed their own IP-led platforms/tools, but have also established strategic
partnerships with third-party RPA software vendors.
b. Service providers in this category are quite mature in their automation and service
delivery capabilities. They are experienced in driving process and operational
improvements across business processes. They continuously focus on and invest in
developing proprietary solutions.
IBM
Genpact
EXL
Infosys
HP
Cognizant
Wipro
// 25
DRAFT
HOME
EXPERIMENTERS
EMERGING PLAYERS
MARKET SPECIALISTS
In-house developed
scalable process
automation tools
Implementation strategy
small to average process
automation projects
outcome based
implementations
incorporating artificial
intelligence and automation
Implementation strategy
large transformation
projects as well as internal
process and quality
initiatives
exploring robotics
automation as a process
optimisation strategy
Source: Mindfields
26 //
SEPTEMBER 2015
DRAFT
HOME
Profile
// 27
DRAFT
HOME
Particulars
Pure RPA advisory firms are emerging in North America and Europe but mostly are
less than 50 resources
Most third-party RPA tool providers have channel partners. These channel partners
package RPA tool licenses with their advisory services around an implementation plan,
change management and governance framework
A few RPA tool providers also package training services along with license fees. Their
strategy is to focus on revenue from license fees only. Training is imparted by them to
make the implementation and RPA journey of their clients easier and simpler
Big 4 accounting and advisory firms are currently adopting a wait and watch
strategy before offering RPA advisory services to their clients
Most leading service providers have an in-house consulting arm to provide advisory
services on their tools. They are also getting training in third-party RPA tools
to provide advisory services depending on their partnership model with RPA
toolproviders
NOTES
28 //
SEPTEMBER 2015
DRAFT
06
HOME
// 29
DRAFT
HOME
06
The impact on our labour markets
The expected cost savings of RPA are dramatic and will be hard to
ignore, but RPA will have a significant impact on labour markets, leading
to a change in hiring strategy and the mix of staffing required. In the
short term RPA will enable job transformation not job replacement.
In processes where RPA is introduced, a number of staff
will become available to be deployed on non- routine
roles. Service providers will, in most cases, want to retain
their staff as best as possible and explore various options
of doing so. These include:
1.
Long term
Changing business models more functional
areas are expected to come under the purview of
RPA as maturity, scale and platform functionality
enhancements continue to grow
Considerable replacement of humans by robot
applications on both routine and non-routine, manual
and cognitive tasks
More robots would be employed onshore as earlier
sensitive and untouchable processes can now be made
more cost effective
As the focus shifts to a small number of higher valueadding roles, HR will increasingly have to re-structure
employment contracts, agreements and work/skill
requirements including appraisals and rewards and
recognition structures with staff in impacted areas
Re-deploying human resources (who are displaced by
RPA platforms) on non-routine process roles in IT or
other internal functional areas (e.g. experts in process
automation, continuous improvements)
30 //
SEPTEMBER 2015
DRAFT
HOME
NOTES
Long term
Re-deploying human resources (who are displaced by RPA
platforms) on non-routine process roles in IT or other internal
functional areas (e.g. experts in process automation, continuous
improvements) through in-house re-skilling and cross training
initiatives (primarily for lower management roles)
Realigning middle management supervisory roles with other roles
including managing client relationships, monitoring and managing
the RPA environments or robot applications and associated
support teams, e.g. to update, test and oversee the performance of
the software robots, meeting changing business needs.
ste
ad
y
ate
st
100%
60%
Workforce reduction on
low skilled job profiles
(e.g. data capture,
extraction entry,
helpdesk support,
reporting etc.)
Source: Mindfields
// 31
DRAFT
HOME
07
32 //
SEPTEMBER 2015
DRAFT
HOME
07
Service providers drivers, hiring impacts,
benefits and RPA maturity
Outsourcing service providers are interested in replicating the
concept of RPA on multiple project engagements across verticals.
Although at this stage the scale and frequency is minimal,
ithas clearly made the early adopters of RPA more confident
in spreading their army of robot applications across other
functionsand processes.
This is directly driving their non-linear revenue growth
opportunities. To substantiate this, around 43% of the
service providers who participated in our study have
witnessed FTE reductions of over 20% as a result of RPA.
Figure 11 Average FTE (%) reduction as a result of
RPAimplementation
Less than 5%
14.3%
7.1%
5%10%
10%15%
More than 20%
35.7%
NA
Other (please specify)
42.9%
// 33
DRAFT
HOME
7.1 Key drivers for increased adoption of RPA among service providers
Some of the key drivers resulting in increased levels of RPA adoption initiatives among service providers include:
Figure 12 Key Drivers for service providers
COST PRESSURES
RESOURCE RATIONALISATION
COMPETITION
SHORT TIME-TO-MARKET
ATTRITION
Source: Mindfields
34 //
SEPTEMBER 2015
DRAFT
HOME
// 35
DRAFT
HOME
high
MARKET SPECIALISTS
Genpact
Sutherland
Cognizant IBM
EMERGING PLAYERS
Wipro
MARKET VISIBILITY
Infosys
HP
EXI
WNS
Dell
EXPERIMENTERS
Tech
Mahindra
iGate
low
low
high
Source: Mindfields
Note: The maturity assessment matrix covers only those service providers who participated in our survey,
and does not include other service providers that may have extensive capabilities in the RPA space
36 //
SEPTEMBER 2015
DRAFT
HOME
Score Definitions
Expertise in automation
tools with live client site
implementation experience
Vertical/Processes covered
(Evident from Case studies
provided)
Maturity Score
Cognizant
46
Dell
37
EXL
43
Genpact
45
HP
46
IGATE
32
IBM
46
Infosys
45
42
Tech Mahindra
34
Wipro
45
WNS
37
Establishment of dedicated
RPA CoE
LOW to HIGH
Disclaimer: These ratings might change going forward as service providers are evolving fast and responding to rapidly growing
requirements frombuysideorganisations.
// 37
DRAFT
HOME
The following table provides key RPA offerings from the leading IT/BPO service providers (either
developed in-house or delivered through partnerships with third-party RPA software vendors).
Table 3 Service provider capabilities (In-house and third-party RPA platform expertise)
Service Provider
Automation tool/solution
(In-house developed)
HP
Blue Prism
AutoHotKey
Phantom
Winshuttle
Autoflow
KIDICAP Platforms
UIPath
Webcollect
Cognizant
Automation Anywhere
HPA
IPSoft
Automatika
UIPath
Blue Prism
Sutherland Global
Services
Blue Prism
SWIFT
UIPath
EXL
Blue Prism
Exilant
Automation Anywhere
Dell BPO
Automation Anywhere
Infosys
Automation Anywhere
IPSoft
Blue Prism
38 //
SEPTEMBER 2015
DRAFT
HOME
Service Provider
Automation tool/solution
(In-house developed)
Wipro BPS
Automation Anywhere
AutoHotKey
Blue Prism
Genpact
IGATE
Automation Anywhere
Exilant
RA BillPay
Automic
RA Healthcare Claim
Ayehu
RA Trend Analysis
Blue Prism
OpenSpan
Samyutam
Tech Mahindra
Blue Prism
UNO
AutoHotKey
Automation Anywhere
IBM
OpenSpan
Bluemix
Blue Prism
WinAutomation
IBM Robot
IPSoft
BPM / e-forms
Simpro
Auto-Mailer
Process workflow automation
Cognitive / analytics tools
Invoice translation
Scripting
Screen Scraper
WNS
Fusion
RoborTKT exchange
Verifare
// 39
DRAFT
HOME
NOTES
40 //
SEPTEMBER 2015
DRAFT
08
HOME
// 41
DRAFT
HOME
08
Buyers drivers, benefits, hiring impacts, RPAreadiness, target operating model and roadmap
Enterprise buyers are increasingly becoming aware of
RPA as a disruptive technology that is driving exponential
improvements in productivity, operational efficiency as well
as cost rationalisation, which all lead to a significant impact on
the service providers bottom line.
42 //
SEPTEMBER 2015
DRAFT
HOME
71.4%
COO
57.1%
CIO / CTO
50%
CEO
42.9%
Head of strategy
35.7%
Head of innovation
21.4%
CFO
14.3%
CMO
14.3%
Pre-2008
20152017
2017 onwards
Innovation, process/delivery
excellence and talent reskilling are some of the key
areas where service providers
will need to focus more in the
short to medium term.
Figure 15 shows the
evolving pricing models for
outsourcing over the last
15 years. They have moved
from pure FTE (human
body) based to Platform to
Intellectual Property based
pricing mechanism. This
is also evident by service
providers strategy to move to
non-linear business growth.
Linear outcome
based pricing
+ hybrid (FTE plus platform)
Non-linear outcome
based pricing
RPA License cost + hybrid
PRICING MODELS
Source: Mindfields
// 43
DRAFT
HOME
FINANCIAL
NON-FINANCIAL
Source: Mindfields
In the financial services sector, enterprise buyers with advanced capabilities to integrate legacy
systems and automate processes will have a strategic advantage over their competitors in
winning new businesses as well as boost profitability while demonstrating regulatory compliance
and product innovation. With RPA, financial services companies should expect to gain in
thefollowingareas:
Reduced transaction time for high volume tasks while also achieving higher accuracy levels.
Thiscan also help achieve enhanced customer satisfaction levels
Limited potential impact of attrition on resources (onshore and offshore delivery centres)
The automation of repetitive, rule-based tasks (e.g. claims processing and transaction
processing), thereby freeing up resources that can be re-skilled on higher value tasks/
workopportunities
Smoother integration of legacy systems following mergers and acquisitions (using
RPAcapabilities to deliver virtual integration)
Buy side organisations will also gain from RPA as outsourcing continues to remain a controversial
and sensitive topic across developed markets. This is especially the case in Europe and Australia
where political and cultural barriers have constrained the level of outsourcing achieved to
date, despite the strong productivity improvements possible. In fact, RPA will even allow client
organisations to by-pass any outsourcing debate by establishing virtual back-office or shared
service operations with robotic FTEs in their local jurisdiction, at significantly lower costs
(ascompared to offshore human FTEs). This could be achieved by directly partnering with thirdparty automation software providers (which becomes another sourcing option forbuyers).
44 //
SEPTEMBER 2015
DRAFT
HOME
// 45
DRAFT
HOME
46 //
SEPTEMBER 2015
DRAFT
HOME
1.
ASSESS options of RPA tools with incumbent, Thirdparty RPA tools providers and non incumbent service
providers
CONDUCT a Process Feasibility to evaluate and assess
where the RPA implementation will be most effective
EVALUATE the different ownership models of RPA tool
and contractual structures
ASSESS commercial viability to ensure a valid
businesscase
// 47
DRAFT
HOME
48 //
SEPTEMBER 2015
DRAFT
HOME
Assess
Review and assess current state of operations
(financial/non-financial)
Identify processes having a high degree of automation
opportunity
RPA implementation case stronger if:
Processes are highly rule driven/repetitive with
highly regulated structures in place
Transaction volumes are high
Need access to multiple systems/applications
Limited need for human intervention / judgement
// 49
DRAFT
HOME
KEY ACTIVITIES
PHASES
PLAN
ASSESS
Establish business
Current levels of
case
automation
Define automation
Level of process
complexity
Resource
RPA implementation
requirements
prioritisation (by
sector / function /
process)
Set implementation
schedule / timeline
RPA deployment
Identify RPA
locations (onsite /
nearshore / offshore)
opportunities within
processes
Review pros/cons of
Impact on business
various RPA
partnership models
SELECT
IMPLEMENTATION
MODEL
Establish partnership
strategy
Vendor capability
evaluation (IT / BPO
service provider or
RPA software vendor)
Agree on
implementation
schedule as defined
earlier with selected
vendor
Establish dedicated
RPA program office
to monitor progress
GO-LIVE
Initiate
Proof-of-Concept
(PoC) / pilot project
instead of Big Bang
Approach
Payback time in
steady state
Continuous review of
PoC success rates
Source: Mindfields
Go live
Vertical specialisation
Domain specific excellence
Past success rates on RPA engagements in similar
functions/processes
Service provider vision Value driven philosophy or
traditional labour arbitrage focused
Established RPA CoEs (across domains, functions) to
manage small to large scale RPA implementations
Select service provider (satisfying more than 90% of
vendor assessment and evaluation parameters)
Ensure technology selected has strong future growth
path; also consider short term duration contracts
as this can mitigate the risks of getting locked into
an obsolete automation tool in what is still a rapidly
evolving space
50 //
SEPTEMBER 2015
DRAFT
HOME
Service provider
92.9%
Client
14.3%
Others
7.1%
14.3%
Note: Type (B) Clients organizations are also evaluating other service providers if the incumbent does not have strong RPA offerings to meet
client requirements. Generally, Pricing Strategies of non-incumbent service providers are quite aggressive in these instances.
// 51
DRAFT
HOME
09
52 //
SEPTEMBER 2015
DRAFT
HOME
09
Target Operating Model for captives/
sharedservices and third-party
The key objective of establishing a well-defined Target Operating
Model (TOM) is to create an opportunity for client organisations
to maximise business value by harnessing the virtual workforce
and other organisational resources to best effect, whilst
maintaining control over future costs and with stronger risk
mitigation strategies.
Client organisations and service providers would be well served by
establishing a well-structured TOM before transitioning from the robot
build and design phase to Business-As-Usual (BAU) / steady state. This
is important as the operations team should be made aware of the prerequisites of RPA i.e. what needs to be completed in advance, well before
processes are automated and transitioned from human operators to robot
applications. This is possible when a stable IT environment exists and there
are no issues with hardware or software systems either operating onpremise or in a cloud based environment.
Some of the key areas that clients should concentrate on while
establishing a TOM from the current operating model are as follows:
Table 6 Target Operating Model
Focus Areas
Who will own the software is this owned by and licensed from the RPA software
provider or the service provider?
Who will maintain the RPA tool on an ongoing basis?
What obligations lie with the software provider vs. the service provider vs. the client
organization to ensure the robots perform as required and with reliability?
Key considerations to review may include:
Licensing directly with the software provider might mitigate risks arising in case a
the software provider is acquired by competitor, which has high probability while
this new space is still developing
Avoiding in-house tools from a service provider might minimize risk of lock-in to
aservice provider
Change Management
// 53
DRAFT
HOME
Focus Areas
Performance Management
RPA will not ensure 100% automation and elimination of all human operators/
managers
Dedicated human resource Robot Manager may be assigned responsibilities for
managing and monitoring robot performance, issues, robotic resource allocation
activities, exception handling and speed and accuracy levels
Creating a robot trainer team may include a team of highly trained software
developers and process experts to define development requirements, including
testing and deploying robots in live environment
Governance
54 //
SEPTEMBER 2015
Buyers should develop Reverse Transition Plan to have flexibility to move or swap with
another RPA tool or service provider
DRAFT
HOME
Already outsourced
Ability to package a solution with value added services would be key factor.
2. Need to move up the value chain beyond being reseller of RPA tools.
3. Pricing of in-house tools should be competitive.
4. M&A strategy to acquire RPA tool inorganically.
5. Proactive to offer RPA solutions to existing clients and cannibalise the current revenue to grow for tomorrow
otherwise client might be lost to competitors with strong RPA offerings.
The ownership of niche RPA tool is critical as they are attractive acquisition targets by competing service provider.
2. Reverse Transition strategies should be planned and tested on regular basis. This will provide flexibility to swap
between different and better RPA tools (if need arises).
3. Pricing contracts should be of terms no more than 12 to 18 months.
4. Train and develop in-house capabilities (onshore/offshore) in RPA tools domain.
5. Continuously evaluate existing and emerging RPA tools in the market.
// 55
DRAFT
HOME
NOTES
56 //
SEPTEMBER 2015
DRAFT
10
HOME
FUTURE TRENDS
// 57
DRAFT
HOME
10
Future Trends: A shift in how buyers
and service providers do business
New levels of process and delivery optimisation are expected for service
providers across the value chain. Not only is RPA recognised as a disruptive
technology, it has provided the tools to enable service providers to move
away from low-skilled, repetitive rule based FTE based contracts to higher
value engagements, which also help build deeper and more strategic
relationships with their clients.
As a result of RPA implementations across industry
specific and horizontal processes, we expect to see FTE
reductions of more than 25% and a shift towards non-linear
outcome based pricing. As RPA is acting as an enabler for
technology- led process automation initiatives, businesses
will need to be highly proactive in using their outsourcing
partners for outcome-based complex project engagements
that derive significant business value. IT/BPO service
providers will need to deliver cost effective, differentiated
solutions at a much faster pace without compromising on
quality. Client organisations will continue to demand more
innovation while tying payouts linked with outcomes.
RPA has emerged as a fresh new opportunity for service
providers to derive further value from their business
model, delivering a more streamlined and effective way to
radically shift the way processes have been managed across
industries. 92% of service providers surveyed confirmed
their commitment to invest in RPA technologies to expand
non-linear revenue growth opportunities. This is strong
recognition of the significant value expected from this
newarea.
We believe RPA will revamp how traditional service
providers have been operating over the last decade. Some
of the key future prospects that we see arising from are now
covered in the following sections:
58 //
SEPTEMBER 2015
DRAFT
HOME
Over the next few years, service providers that are slow in
embedding RPA and passing on the cost and operational
benefits to clients will face significant risk of losing new
business where clients will prefer to in-source back
certain processes, thereby removing the service provider
from the ecosystem completely.
However, this will not be the end of the road for service
providers. In fact, enterprise buyers will continue to
partner and engage with visionary service providers and
work on high value engagements focused on enhancing
business value at a strategic level, rather than focus on
low-skilled and human effort based repetitive work process
outsourcing engagements.
// 59
DRAFT
HOME
60 //
SEPTEMBER 2015
DRAFT
HOME
NOTES
Outcome based
14.3%
7.1%
42.9%
Gain sharing
Transactional pricing
21.4%
Yes
No
14.3%
NA
7.1%
14.3%
64.3%
// 61
DRAFT
HOME
11
62 //
SEPTEMBER 2015
DRAFT
HOME
11
Our Research Methodology
This independent research-based market evaluation study
has been conceptualised and compiled by Mindfields. It
provides in-depth coverage of the strategies being adopted
by leading outsourcing service providers for RPA to deliver
value and cost savings beyond labour arbitrage.
This Research Study is not directly or indirectly sponsored
by any service provider.
Go-to-market strategies
Pricing strategies
a. Survey responses
d. Secondary research
// 63
DRAFT
HOME
NOTES
64 //
SEPTEMBER 2015
DRAFT
12
HOME
// 65
DRAFT
HOME
12
Case Studies and Examples
The service providers surveyed for this Research have provided detailed case studies of RPA led
engagements. Following points should be noted while assessing these case studies:
1.
Mindfields Case study template covers only key and important attributes of a live case study.
2. Service providers have provided these case studies and we have not audited or validated them.
3. Some case studies cannot be published in the report due to client confidentiality issues.
4. Please email to research@mindfields.net .au in case you have any queries or need any further
information regarding these case studies.
Synopsis
Industry/Vertical
Healthcare
Process
Non-voice
Cognizant owns the delivery for all transactions ( Some transactions are FTE delivered and
some are RPA based delivery);
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc
Automation Readiness Assessment ( identifying right toolset and right set of processes
with a project to be automated)
Cognizant manages the quality control on the final deliverables to the client
POC and ROI development (to provide validation and benefits explanation to Client)
Solution Development
Transition to RPA led delivery: Work queue (transactions) in small quantities are moved
from FTE queue to RPA based delivery solution; Over a period of time as quality and
confidence is established for RPA based delivery, maximum volume is pushed to
RPAapproach
Delivery maintenance: There is a centralised RPA team to maintain RPA solutions and 24/7
support teams to respond to any delivery failures
66 //
SEPTEMBER 2015
Volume levels are centrally monitored to manage any fluctuations to determine number
ofrobots per processes for the day
No change in SLA monitoring and reporting
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Process Compliance Audits are smooth process as all transactions are logged for everystep
HPA: This is similar to any of the RPA tools in the market that replaces human actions on rule
based repetitive data operations ( Structured Data); Also developed industry specific bolt-ons
to support vertical process needs
Ownership for automation solution development and its benefits; Ability to commit to
financial benefits to clients upfront. Additionally, no investment from client to convert
5 months
Positive/Incremental
Not Applicable
RPA tool approval with CIO organization is a long pole in the implementation steps
Automatika: This is to address data operations involving unstructured data (text mining
needs) and is not address by RPA tools in the market
// 67
DRAFT
HOME
Exhibit II
Key Parameters
Synopsis
Client is a managed care organization that focuses on Special Needs Plans for Medicaid and
Medicare members in Wisconsin
Industry/Vertical
Healthcare
Process
This initiative was led mutually by Cognizant and clients business leadership
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Some of the key control points in Cognizants IPA (Intelligent Process Automation)
methodology/transition process (human FTE to robot)
Outcome benchmarking (success criterion and business case)
IPA Applicability Assessment and detailed diagnostics
Proof-of-Concept and benchmarking validation
Robotics implementation
Measure and validate business impact realization
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Cognizants IPA implementation and transition process covers information security, data
privacy and regulatory compliance aspects with firm check-point associated artefacts
(check-list)
68 //
SEPTEMBER 2015
Error rate 0%
100% compliance on TAT
DRAFT
HOME
Key Parameters
Synopsis
Exhibit III
Key Parameters
Synopsis
Industry/Vertical
Across industries
Process
This initiative was led mutually by Cognizant (business operations lead, and RPA lead) and
clients business leadership
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
// 69
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
70% of current process steps are automated with our current IPA capabilities
For this F&A process, the solution savings can be realized within a period of 3 months
Positive / Incremental, improved effectiveness in terms of Turn Around Time (TAT), Average
Handling Time (AHT) and Quality
50% reduction in AHT, 100% TAT compliance with increased data accuracy
70 //
SEPTEMBER 2015
DRAFT
HOME
Exhibit IV
Key Parameters
Synopsis
Client is a leading US provider for Medical billing services. They hold leadership position within
the billing sector by expanding and redefining upon the typical revenue cycle management
processes of coding, billing, and collections
Industry/Vertical
Healthcare
Process
This initiative was led mutually by Cognizant (business operations lead, and IPA lead) and
clients business leadership
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Identified robotic process automation solution automates 60% of Medical coding and 90%
of most Provider AR processes.
RPA investments are incremental and the duration for realizing the benefits are
significantlyminimal
Cognizants robotics automation palette has multiple industry specific solutions comprising
of both in-house and third-party capabilities
Saves 25% to 50% of the effort required which can offload peak volumes, reduce TAT and
improve quality
25% FTEs cost can be saved through our RPA solution for this engagement and benefits
can be realized within a period of 2 3 months
// 71
DRAFT
HOME
Key Parameters
Synopsis
Cognizants RPA offering maturity and readily available RPA solutions bring faster timetovalue
Positive/ Incremental, improved effectiveness in terms of Turn Around Time (TAT), Average
Handling Time (ATH) and Quality
For Medical coding and AR processes, the solution can be customized in 4 to 6 weeks.
Upon go-live the savings can be realized within a period of 2 to 3 months
Helps in effectively managing seasonal volume/ spikes, ability to handle additional volume
or increase capacity without additional FTEs
72 //
SEPTEMBER 2015
DRAFT
HOME
12.2 Wipro
Exhibit I
Key Parameters
Synopsis
The client is a largest residential solar retailers based out of Australia with over 3 million retail
customers of gas or electricity
Industry/Vertical
Process
Tier 1:
Governance RPA Project delivery team from the clients end, interacts with the Project
Champion, Delivery Lead, Functional Leads, RPA architect and SMEs on a Daily (during
development) / Weekly basis (post development)
Engagement
Review Project Status/Plan
Scope / Change Management
Day to day Production issues and metrics
Risk, IT and Compliance Adherence Issues/Updates
Review daily dashboards, resolve exceptions
Tier 2:
Governance RPA Program management team from the clients end, interacts with the
Program Sponsor, PMO and Project Champions on a weekly (during development) / monthly
basis (post development)
Engagement
Monitor Development status / Plan / Scope
Address Risk, IT and Compliance Challenges
Review Testing Status and Quality Adherences
Resolve escalated issues
Tier 3:
Governance RPA Executive Committee from the clients end, interacts with the Executive
Sponsor, Program Sponsor, PMO, RPA Lead on a monthly (during development) / Quarterly
basis (post development)
Engagement
Align strategic decisions and goals
Innovation Council Review
Monitor executive level risks
Review performance against contractual commitments
Long term Account planning
// 73
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Wipro developed a 3 stage framework or methodology covering the entire life cycle for
deploying robotics in production
Dynamic dashboards have been created using Robotics software to monitor transactions
on real time basis and report SLAs (Live basis)
Discrepancies in terms of Accuracy, TAT and productivity are to be monitored against the
standard SLAs and communicated as per pre-set frequency
Control flags have been programmed to ensure that the process is running as expected
(Along with System logs); Any deviations are reported on a real time basis (Contingency
plans are prepared)
Existing reports or Dashboards to be shared with the clients continues to be in place
(Robots are coded for these tasks) and sent as per schedule
Robots picks up the tasks as per schedule basis (Programmed in to the robot)
74 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Wipro team handles more than 5 hundred thousand work items and exceptions
(With600exception types and 6 scenarios on an average per exception) generated
permonth in SAP.
Handling exception types of this scale and complexity requires, specialized skillset and
fair amount of investigation, without compromising on the agreed Turn Around Time
andAccuracy.
Implementing robotics in these queues, reduced the human dependency and hence
increase in efficiency and accuracy of the process
Wipro followed an Agile methodology in implementing Robotics for the client
Reusable components with ability to extend to multiple modules were used to develop
prototypes, to ensure quick realization of benefits during full scale deployment
Wipro developed a Phase wise approach for ensuring value delivery through Robotics
Robots mimic the Human interactions, which an Agent perform on the screen. They are
deployed on to the local machine /server where the agents accomplish their usual tasks
and have similar privileges as the user. Thus robots are bound to the same restrictions as
the user does and have similar compliance restrictions
Robots are programmed as per the Standard operating procedures to ensure that
the process compliance remains unchanged. Any deviations are monitored in the
dynamicdashboards
Robots are compliant to the regulatory standards in terms of
Not saving / storing any data in the software
Not transmitting data to other networks (Until it is coded for)
Performing the tasks, only for which it is programmed for
Non-interference with the upstream and downstream applications
Non-intrusive software which doesnt requires integration
// 75
DRAFT
HOME
Key Parameters
Synopsis
Wipro entered in to a strategic partnership with a specialist RPA platform provider for RPA
implementation across Wipro customers
RPA Tool has:
Cognitive capabilities to Learn new scenarios (Along with an option to train the Robot
for multiple scenarios)
Reusability plat forms, which would help for quick deployment and scalability of existing
code across the customer products
Drag and drop methodology for coding the Robot (There by an agent on the floor can
code with minimal training) to address the changes in a short time frame
Wipro
Partnerships with specialized providers- Strategic partnership finalized with a specialist
RPA platform provider and Tied up with 2 leading providers
Strong legacy on automation solutionsa.
70+ lean specialist led RPA deployment (virtual FTEs for design, configuration and
deployment)
NA
NA
NA
76 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
While selecting processes for feasibility study priority should be awarded based on
Documentation level of process (e.g., business rules, scenarios, exceptions)
# of FTEs deployed and engaged in executing similar work types
Level of human judgment and adhoc analysis required for execution
Frequency of process changes and # of exception types in process
Degree of In-accurate or In-complete inputs in a process
Inherent latency of applications
Robot speed can be increased by replacing excel data manipulation with MySQL
Always better to have a fallout initially, rather than struggling with the design complexity.
We can have a learning curve of the robot by adding in more scenarios and reduce fallouts
The biggest challenge for RPA currently will be in getting buy-in from key players in
the organization. As RPA is very new to the market, the clients will have concerns on its
aspects like security, costs and vendor selection.
The biggest push back may come from the IT department as they might expect that RPA
will bring additional work to their already overloaded schedule or that it will mean a loss of
control over the way things are run.
One of the challenges will be to decide on the commercial pricing model for the accounts,
especially for the ones which are paid based on the number of full time employees (FTEs),
as RPA will lead to huge reduction in headcount.
Apart from the above, there are technical challenges like limitations of the Robots for
inputs like handwritten scanned documents and free flow text documents, which may
hamper end-to-end solutions.
Exhibit II
Key Parameters
Synopsis
The Client is one of the leading telecom and information services company headquartered in
Australia, offering full range of communication services
Industry/Vertical
Process
// 77
DRAFT
HOME
Key Parameters
Synopsis
Tier 1:
Governance RPA Project delivery team from the clients end, interacts with the Project
Champion, Delivery Lead, Functional Leads, RPA architect and SMEs on a Daily (during
development) / Weekly basis (post development)
Engagement
Review Project Status/Plan
Scope / Change Management
Day to day Production issues and metrics
Risk, IT and Compliance Adherence Issues/Updates
Review daily dashboards, resolve exceptions
Tier 2:
Governance RPA Program management team from the clients end, interacts with the
Program Sponsor, PMO and Project Champions on a weekly (during development) / monthly
basis (post development)
Engagement
Monitor Development status / Plan / Scope
Address Risk, IT and Compliance Challenges
Review Testing Status and Quality Adherences
Resolve escalated issues
Tier 3:
Governance RPA Executive Committee from the clients end, interacts with the Executive
Sponsor, Program Sponsor, PMO, RPA Lead on a monthly (during development) / Quarterly
basis (post development)
Engagement
Align strategic decisions and goals
Innovation Council Review
Monitor executive level risks
Review performance against contractual commitments
Long term Account planning
78 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Wipro developed a 3 stage framework or methodology covering the entire life cycle for
deploying robotics in production
Dynamic dashboards have been created using Robotics software to monitor transactions
on real time basis and report SLAs (Live basis)
Discrepancies in terms of Accuracy, TAT and productivity are to be monitored against the
standard SLAs and communicated as per pre-set frequency
Control flags have been programmed to ensure that the process is running as expected
(Along with System logs); Any deviations are reported on a real time basis (Contingency
plans are prepared)
Existing reports or Dashboards to be shared with the clients continues to be in place
(Robots are coded for these tasks) and sent as per schedule
Robots picks up the tasks as per schedule basis (Programmed in to the robot)
// 79
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Process involves several repetitive manual steps, multiple systems and image processing.
The analyst performs verifications at the initial stage and then order entry for Cancel
OrderQueues
Robotics reduced high level of dependency on agent to perform order entry task as well as
the AHT of the entire queue
Thus eliminating the Human dependency to scale up the process
Wipro followed an Agile methodology in implementing Robotics for the client
Reusable components with ability to extend to multiple modules were used to develop
prototypes to ensure a quick realization of benefits during full scale deployment
Wipro developed a Phase wise approach for ensuring value delivery through Robotics
Robots mimic the Human interactions, which an Agent performs on the screen. They are
deployed on to the local machine /server where the agents accomplish her usual tasks and
have similar privileges as the user. Thus robots are bound to the same restrictions as the
user does and have similar compliance restrictions
Robots are programmed as per the Standard operating procedures to ensure that
the process compliance remains unchanged. Any deviations are monitored in the
dynamicdashboards
Robots are compliant to the regulatory standards in terms of
Not saving / storing any data in the software
Not transmitting data to other networks (Until it is coded for)
Performing the tasks, only for which it is programmed for
Non-interference with the upstream and downstream applications
Non-intrusive software which doesnt requires integration
80 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Wipro entered in to a strategic partnership with a specialist RPA platform provider for RPA
implementation across Wipro customers
RPA Tool has:
Cognitive capabilities to Learn new scenarios (Along with an option to train the Robot
for multiple scenarios)
Reusability plat forms, which would help for quick deployment and scalability of existing
code across the customer products
Drag and drop methodology for coding the Robot (There by an agent on the floor can
code with minimal training) to address the changes in a short time frame
Wipro
Partnerships with specialized providers- Strategic partnership finalized with a specialist
RPA platform provider and Tied up with 2 leading providers
Strong legacy on automation solutionsa.
70+ lean specialist led RPA deployment (virtual FTEs for design, configuration and
deployment)
NA
NA
NA
// 81
DRAFT
HOME
Key Parameters
Synopsis
While selecting processes for feasibility study priority should be awarded based on
Documentation level of process (e.g., business rules, scenarios, exceptions)
# of FTEs deployed and engaged in executing similar work types
Level of human judgment and adhoc analysis required for execution
Frequency of process changes and # of exception types in process
Degree of In-accurate or In-complete inputs in a process
Inherent latency of applications
Robot speed can be increased by replacing excel data manipulation with MySQL
Always better to have a fallout initially rather than struggling with the design complexity.
We can have a learning curve of the robot by adding in more scenarios and reduce fallouts
The biggest challenge for RPA currently will be in getting buy-in from key players in
the organization. As RPA is very new to the market, the clients will have concerns on its
aspects like security, costs and vendor selection.
The biggest push back may come from the IT department as they might expect that RPA
will bring additional work to their already overloaded schedule or that it will mean a loss of
control over the way things are run.
One of the challenges will be to decide on the commercial pricing model for the accounts,
especially for the ones which are paid based on the number of full time employees (FTEs),
as RPA will lead to huge reduction of headcount.
Apart from the above, there are technical challenges like limitations of the Robots for
inputs like handwritten scanned documents and free flow text documents, which may
hamper end-to-end solutions.
Exhibit III
Key Parameters
Synopsis
The Client is one of the largest banking and financial services company based out of Australia
Industry/Vertical
Process
Wipro has successfully completed RPA initial assessment for the clients Insurance quotes,
revised terms queues and looking forward for large scale implementation
Quotes Process The processes involve increase / decrease in quotes, approving related
endorsements, updating new cases and generating quote documents and letters
Revised Terms Process This is a complex process which includes updating medical codes
and exclusions, approving actions, updating linked systems to reflect similar info and
generating letters
Current processes had a lot of rework given system limitations and duplication of tasks.
Multiple validations made processes complex and labor intensive
82 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Tier 1:
Governance RPA Project delivery team from the clients end, interacts with the Project
Champion, Delivery Lead, Functional Leads, RPA architect and SMEs on a Daily (during
development) / Weekly basis (post development)
Engagement
Review Project Status/Plan
Scope / Change Management
Day to day Production issues and metrics
Risk, IT and Compliance Adherence Issues/Updates
Review daily dashboards, resolve exceptions
Tier 2:
Governance RPA Program management team from the clients end, interacts with the
Program Sponsor, PMO and Project Champions on a weekly (during development) / monthly
basis (post development)
Engagement
Monitor Development status / Plan / Scope
Address Risk, IT and Compliance Challenges
Review Testing Status and Quality Adherences
Resolve escalated issues
Tier 3:
Governance RPA Executive Committee from the clients end, interacts with the Executive
Sponsor, Program Sponsor, PMO, RPA Lead on a monthly (during development) / Quarterly
basis (post development)
Engagement
Align strategic decisions and goals
Innovation Council Review
Monitor executive level risks
Review performance against contractual commitments
Long term Account planning
// 83
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Wipro developed a 3 stage framework or methodology covering the entire life cycle for
deploying robotics in production
Dynamic dashboards have been created using Robotics software to monitor transactions
on real time basis and report SLAs (Live basis)
Discrepancies in terms of Accuracy, TAT and productivity are to be monitored against the
standard SLAs and communicated as per pre-set frequency
Control flags have been programmed to ensure that the process is running as expected
(Along with System logs); Any deviations are reported on a real time basis (Contingency
plans are prepared)
Existing reports or Dashboards to be shared with the clients continues to be in place
(Robots are coded for these tasks) and sent as per schedule
Robots picks up the tasks as per schedule basis (Programmed in to the robot)
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
84 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Robots mimic the Human interactions, which an Agent performs on the screen. They are
deployed on to the local machine /server where the agents accomplish their usual tasks
and have similar privileges as the user. Thus robots are bound to the same restrictions as
the user does and have similar compliance restrictions
Robots are programmed as per the Standard operating procedures to ensure that
the process compliance remains unchanged. Any deviations are monitored in the
dynamicdashboards
Robots are compliant to the regulatory standards in terms of
Not saving / storing any data in the software
Not transmitting data to other networks (Until it is coded for)
Performing the tasks, only for which it is programmed for
Non-interference with the upstream and downstream applications
Non-intrusive software which doesnt requires integration
Wipro entered in to a strategic partnership with a specialist RPA platform provider for RPA
implementation across Wipro customers
RPA Tool has:
Cognitive capabilities to Learn new scenarios (Along with an option to train the Robot
for multiple scenarios)
Reusability plat forms, which would help for quick deployment and scalability of existing
code across the customer products
Drag and drop methodology for coding the Robot (There by an agent on the floor can
code with minimal training) to address the changes in a short time frame
// 85
DRAFT
HOME
Key Parameters
Synopsis
Wipro
Partnerships with specialized providers- Strategic partnership finalized with a specialist
RPA platform provider and Tied up with 2 leading providers
Strong legacy on automation solutionsa.
70+ lean specialist led RPA deployment (virtual FTEs for design, configuration and
deployment)
NA
NA
NA
86 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
While selecting processes for feasibility study priority should be awarded based on
Documentation level of process (e.g., business rules, scenarios, exceptions)
# of FTEs deployed and engaged in executing similar work types
Level of human judgment and adhoc analysis required for execution
Frequency of process changes and # of exception types in process
Degree of In-accurate or In-complete inputs in a process
Inherent latency of applications
Robot speed can be increased by replacing excel data manipulation with MySQL
Always better to have a fallout initially rather than struggling with the design complexity.
We can have a learning curve of the robot by adding in more scenarios and reduce fallouts
The biggest challenge for RPA currently will be in getting buy-in from key players in
the organization. As RPA is very new to the market, the clients will have concerns on its
aspects like security, costs and vendor selection.
The biggest push back may come from the IT department as they might expect that RPA
will bring additional work to their already overloaded schedule or that it will mean a loss of
control over the way things are run.
One of the challenges will be to decide on the commercial pricing model for the accounts,
especially for the ones which are paid based on the number of full time employees (FTEs),
as RPA will lead to huge reduction of headcount.
Apart from the above, there are technical challenges like limitations of the Robots for
inputs like handwritten scanned documents and free flow text documents, which may
hamper end-to-end solutions.
Exhibit IV
Key Parameters
Synopsis
The client is a Leading healthcare company in the U.S which serves approximately 70 million
individuals nationwide
Industry/Vertical
Health Care
Process
// 87
DRAFT
HOME
Key Parameters
Synopsis
Tier 1:
Governance RPA Project delivery team from the clients end, interacts with the Project
Champion, Delivery Lead, Functional Leads, RPA architect and SMEs on a Daily (during
development) / Weekly basis (post development)
Engagement
Review Project Status/Plan
Scope / Change Management
Day to day Production issues and metrics
Risk, IT and Compliance Adherence Issues/Updates
Review daily dashboards, resolve exceptions
Tier 2:
Governance RPA Program management team from the clients end, interacts with the
Program Sponsor, PMO and Project Champions on a weekly (during development) / monthly
basis (post development)
Engagement
Monitor Development status / Plan / Scope
Address Risk, IT and Compliance Challenges
Review Testing Status and Quality Adherences
Resolve escalated issues
Tier 3:
Governance RPA Executive Committee from the clients end, interacts with the Executive
Sponsor, Program Sponsor, PMO, RPA Lead on a monthly (during development) / Quarterly
basis (post development)
Engagement
Align strategic decisions and goals
Innovation Council Review
Monitor executive level risks
Review performance against contractual commitments
Long term Account planning
88 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Wipro developed a 3 stage framework or methodology covering the entire life cycle for
deploying robotics in production
Dynamic dashboards have been created using Robotics software to monitor transactions
on real time basis and report SLAs (Live basis)
Discrepancies in terms of Accuracy, TAT and productivity are to be monitored against the
standard SLAs and communicated as per pre-set frequency
Control flags have been programmed to ensure that the process is running as expected
(Along with System logs); Any deviations are reported on a real time basis (Contingency
plans are prepared)
Existing reports or Dashboards to be shared with the clients continues to be in place
(Robots are coded for these tasks) and sent as per schedule
Robots picks up the tasks as per schedule basis (Programmed in to the robot)
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Wipro benefit to the tune of INR 8 MN annualized due to enhanced productivity through
this RPA led engagement for the client
Wipro followed an Agile methodology in implementing Robotics for the client
Reusable components with ability to extend to multiple modules were used to develop
prototypes to ensure a quick realization of benefits during full scale deployment
Wipro developed a Phase wise approach for ensuring value delivery through Robotics
// 89
DRAFT
HOME
Key Parameters
Synopsis
Robots mimic the Human interactions, which an Agent performs on the screen. They are
deployed on to the local machine /server where the agents accomplish their usual tasks
and have similar privileges as the user. Thus robots are bound to the same restrictions as
the user does and have similar compliance restrictions
Robots are programmed as per the Standard operating procedures to ensure that
the process compliance remains unchanged. Any deviations are monitored in the
dynamicdashboards
Robots are compliant to the regulatory standards in terms of
Not saving / storing any data in the software
Not transmitting data to other networks (Until it is coded for)
Performing the tasks, only for which it is programmed for
Non-interference with the upstream and downstream applications
Non-intrusive software which doesnt requires integration
Privileges of robot can be restricted as per client requirements
Total cost savings of 60k USD by reducing repetitive steps in the process. Other key highlights
Automation of 75- 80 % of the process
Improved productivity from 70.16% to 100.25%
Elimination of manual error by automating the processes
Elimination of manual Quality Assurance team as the use of virtual auditor automated
theaudit program
Wipro entered in to a strategic partnership with a specialist RPA platform provider for RPA
implementation across Wipro customers
RPA Tool has:
Cognitive capabilities to Learn new scenarios (Along with an option to train the Robot
for multiple scenarios)
Reusability plat forms, which would help for quick deployment and scalability of existing
code across the customer products
Drag and drop methodology for coding the Robot (There by an agent on the floor can
code with minimal training) to address the changes in a short time frame
Reduced nearly 30 minutes of the post-processing documentation time of each FTE per
day using a third-party documentation tool to auto populate the documentation
90 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
By offering and implementing this solution, Wipro has offered a Next Gen solution which
ensures reduced cost and enhanced accuracy with reduced rework. This is in line with the Key
MBOs of the Client as a Healthcare Payer
Wipro
Partnerships with specialized providers- Strategic partnership finalized with a specialist
RPA platform provider and Tied up with 2 leading providers
Strong legacy on automation solutionsa.
70+ lean specialist led RPA deployment (virtual FTEs for design, configuration and
deployment)
NA
NA
NA
// 91
DRAFT
HOME
Key Parameters
Synopsis
While selecting processes for feasibility study priority should be awarded based on
Documentation level of process (e.g., business rules, scenarios, exceptions)
# of FTEs deployed and engaged in executing similar work types
Level of human judgment and adhoc analysis required for execution
Frequency of process changes and # of exception types in process
Degree of In-accurate or In-complete inputs in a process
Inherent latency of applications
Robot speed can be increased by replacing excel data manipulation with MySQL
Always better to have a fallout initially rather than struggling with the design complexity.
We can have a learning curve of the robot by adding in more scenarios and reduce fallouts
The biggest challenge for RPA currently will be in getting buy-in from key players in
the organization. As RPA is very new to the market, the clients will have concerns on its
aspects like security, costs and vendor selection.
The biggest push back may come from the IT department as they might expect that RPA
will bring additional work to their already overloaded schedule or that it will mean a loss of
control over the way things are run.
One of the challenges will be to decide on the commercial pricing model for the accounts,
especially for the ones which pay is based on the number of full time employees (FTEs), as
RPA will lead to huge reduction of headcount.
Apart from the above, there are technical challenges like limitations of the Robots for
inputs like handwritten scanned documents and free flow text documents, which may
hamper end-to-end solutions.
Exhibit V
Key Parameters
Synopsis
The Client is one of the largest investment banking company based out of UK
Industry/Vertical
Process
92 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Tier 1:
Governance RPA Project delivery team from the clients end, interacts with the Project
Champion, Delivery Lead, Functional Leads, RPA architect and SMEs on a Daily (during
development) / Weekly basis (post development)
Engagement
Review Project Status/Plan
Scope / Change Management
Day to day Production issues and metrics
Risk, IT and Compliance Adherence Issues/Updates
Review daily dashboards, resolve exceptions
Tier 2:
Governance RPA Program management team from the clients end, interacts with the
Program Sponsor, PMO and Project Champions on a weekly (during development) / monthly
basis (post development)
Engagement
Monitor Development status / Plan / Scope
Address Risk, IT and Compliance Challenges
Review Testing Status and Quality Adherences
Resolve escalated issues
Tier 3:
Governance RPA Executive Committee from the clients end, interacts with the Executive
Sponsor, Program Sponsor, PMO, RPA Lead on a monthly (during development) / Quarterly
basis (post development)
Engagement
Align strategic decisions and goals
Innovation Council Review
Monitor executive level risks
Review performance against contractual commitments
Long term Account planning
// 93
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Wipro developed a 3 stage framework or methodology covering the entire life cycle for
deploying robotics in production
Dynamic dashboards have been created using Robotics software to monitor transactions
on real time basis and report SLAs (Live basis)
Discrepancies in terms of Accuracy, TAT and productivity are to be monitored against the
standard SLAs and communicated as per pre-set frequency
Control flags have been programmed to ensure that the process is running as expected
(Along with System logs); Any deviations are reported on a real time basis (Contingency
plans are prepared)
Existing reports or Dashboards to be shared with the clients continues to be in place
(Robots are coded for these tasks) and sent as per schedule
Robots picks up the tasks as per schedule basis (Programmed in to the robot)
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
94 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Robots mimic the Human interactions, which an Agent performs on the screen. They are
deployed on to the local machine /server where the agents accomplish their usual tasks
and have similar privileges as the user. Thus robots are bound to the same restrictions as
the user does and have similar compliance restrictions
Robots are programmed as per the Standard operating procedures to ensure that
the process compliance remains unchanged. Any deviations are monitored in the
dynamicdashboards
Robots are compliant to the regulatory standards in terms of
Not saving / storing any data in the software
Not transmitting data to other networks (Until it is coded for)
Performing the tasks, only for which it is programmed for
Non-interference with the upstream and downstream applications
Non-intrusive software which doesnt requires integration
Wipro entered in to a strategic partnership with a specialist RPA platform provider for RPA
implementation across Wipro customers
RPA Tool has:
Cognitive capabilities to Learn new scenarios (Along with an option to train the Robot
for multiple scenarios)
Reusability plat forms, which would help for quick deployment and scalability of existing
code across the customer products
Drag and drop methodology for coding the Robot (There by an agent on the floor can
code with minimal training) to address the changes in a short time frame
// 95
DRAFT
HOME
Key Parameters
Synopsis
Wipro
Partnerships with specialized providers- Strategic partnership finalized with a specialist
RPA platform provider and Tied up with 2 leading providers
Strong legacy on automation solutionsa.
70+ lean specialist led RPA deployment (virtual FTEs for design, configuration
anddeployment)
NA
NA
NA
96 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
While selecting processes for feasibility study priority should be awarded based on
Documentation level of process (e.g., business rules, scenarios, exceptions)
# of FTEs deployed and engaged in executing similar work types
Level of human judgment and adhoc analysis required for execution
Frequency of process changes and # of exception types in process
Degree of In-accurate or In-complete inputs in a process
Inherent latency of applications
Robot speed can be increased by replacing excel data manipulation with MySQL
Always better to have a fallout initially rather than struggling with the design complexity.
We can have a learning curve of the robot by adding in more scenarios and reduce fallouts
The biggest challenge for RPA currently will be in getting buy-in from key players in
the organization. As RPA is very new to the market, the clients will have concerns on its
aspects like security, costs and vendor selection.
The biggest push back may come from the IT department as they might expect that RPA
will bring additional work to their already overloaded schedule or that it will mean a loss of
control over the way things are run.
One of the challenges will be to decide on the commercial pricing model for the accounts,
especially for the ones which are paid based on the number of full time employees (FTEs),
as RPA will lead to huge reduction of headcount.
Apart from the above, there are technical challenges like limitations of the Robots for
inputs like handwritten scanned documents and free flow text documents, which may
hamper end-to-end solutions.
12.3 Infosys
Exhibit I
Key Parameters
Synopsis
Industry/Vertical
Manufacturing
Process
// 97
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Analysis and documentation of the as-is process and design to-be process
Review of the proposed solution by operation SMEs
Phased approach adopted for automation:
Unified view collating information for agents improving productivity
Semi Automation to get early benefits
Touchless process with robo mode in full-fledged automation
Analysis of automation fallouts to improve automation coverage
Hands-on training sessions arranged for agents
Hand-holding support by the Implementation team post go-live
Weekly evaluation of utilization reports to monitor the comfort level of agents using
thesolution
Periodic evaluation of process performance reports to monitor the effectiveness
ofautomation
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Considerable effort was put in to understand the unique challenges posed by the underlying
client applications/process and find out ways to address them. Taking these into account
while delivering the solution resulted in added value delivered to the client in the form of:
Clear and repeatable benefits from Right First Time gains in process metrics were an 87%
perfect order index and 95% first touch resolution, with remarkable overall service delivery
at 99.69%
Customer satisfaction scores of 4.10 (out of 5.00) from a happier customer that now
enjoyed an annual billing discount of 7%
A related qualitative value derived was the subsequent up-skilling of employees who were
trained and deployed in consultant roles to handle more complex processes within the
clients other engagements
Full compliance ensured with the clients information security teams and all other appropriate
regulatory authorities.
The highly effective RPA solutions delivered by Infosys BPO, resulted in significant cost
benefits to the client. An improved quality of service delivery of as high a 99.69% was
characterised by:
27% reduction in Average Handling Time (AHT) from 0.68 hours to 0.5 hours
30% reduction in First Touch Cycle Time
23% improvement in First Resolution Contact Time with minimised fatal errors.
98 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
The processes, over a period of iterations have been moved to a phantom or robo model
which has completely eliminated the FTE effort
3-6 months
Not to do 100% automation to safeguard from any last min changes. We do only 80%
automation as per the process as well
The clients post seeing the above have taken AE to be rolled out across vendors.
Exhibit II
Key Parameters
Synopsis
Industry/Vertical
Diversified
Process
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
// 99
DRAFT
HOME
Key Parameters
Synopsis
Joint review of the requirements were done by the Steering Committee and the
Operations, Implementation and Development teams from Infosys BPO
Weekly tripartite status calls set up with the analysts from the client, the Steering
Committee members and the Infosys BPO teams frequently
Frequent audit conducted by the Infosys BPO quality teams to ensure process adherence
and compliance
Post implementation of automation processes were followed up with performance
enhancement measurement of the processes
UAT for the reports was conducted on a frequent basis to verify the accuracy levels
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
As a result of implementation of the solution, manual intervention was reduced to zero and led
to the following further benefits:
Time taken to run reports on hourly basis / daily stopped
Accuracy of the reporting enhanced significantly
Timely closure of tickets / SLA compliance
Timely escalation of issues in case of dependencies
Easier Governance / Structured review calls
Full compliance ensured with the clients Compliance and Regulatory Teams.
Leveraged a key component of RPA Stack viz Decision Insights that gives a complete
efficiency to floor operations and provides a visibility into floor performance at 3 levels viz,
Performance , Operations and Process
Powerful Visualization Solution that gives instantaneous view into health of operations at
3levels Performance / KPI Level, SLA Level and Process Level. Gives timely alerts as well as
pareto analysis et al to be able to take action quickly and enhance operations efficiency and
performance metrics
Immediate
Positive / Incremental
100 //
SEPTEMBER 2015
DRAFT
HOME
Exhibit III
Key Parameters
Synopsis
Industry/Vertical
BFSI
Process
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Infosys conducted a Due Diligence across the Consumer Lending services shop mapping
out all business, including vendors used
The RPA Stack key component leveraged for this as reflected below.
Automation of data validations, qualification checks thereby increasing STP from 0% to
85% , reducing costs and cycle time (2-3 days)
Lite technology like workflow and point solutions to manage workload and eliminate
circuitous process and loan flow.
Re-engineering of numerous process to re-align based on skills, productivity, product
types, NMLS licensing requirements. Included redesign and introduction of key roles like
customer relationship owner to own loans to closure and act as SPOC for client
Offshoring of non key areas to limit the portfolio to be focused and managed by client
Joint review of requirements by various concerned teams from Infosys BPO and client
Involvement from various stakeholders including the quality team to implement and
monitor the best practices during automation
Identification of risks and using appropriate escalation matrix for a fast mitigation
Weekly status calls to monitor implementation process of automation
Quality audit checks were done to address other related concerns of implementation
Progress of the project implementation reported to various business stakeholders on a
regular basis
Templates and checklists were used for standard practices during implementation of
process automation
// 101
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Full compliance achieved by working closely with clients information security and
complianceteams
Automation brought about in the data retrieval, extraction and validation resulted in
significant cost benefits and better process optimization for the client.
Two Key components of Infosys RPA Stack leveraged for bringing in the
AutomationBenefits
DEEP Data extraction solution comprised of automated process for extraction, validation
and update. Was able to process unstructured documents, replicate human behaviours
such as natural language processing and context awareness. Also provided for two step
verification process of loan data.
AVTAR A key component of the Robotic Process Automation stack, this is the UI
automation solution offered by Infosys BPO to be used for retrieval of loan information
from disparate systems including content management systems and bank web-portals.
3-6 months
Positive/Incremental
102 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
20-25%
Engagement with various client stakeholders, SME teams and implementation of best
practices is beneficial in providing various alternatives to the current business process flow
Exhibit IV
Key Parameters
Synopsis
Industry/Vertical
Manufacturing
Process
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Along with FTE reduction and cost optimization, Infosys BPO with its vast expertise of
handling similar projects, extended the scope of automation and leveraged it as a way to drive
process standardisation.
// 103
DRAFT
HOME
Key Parameters
Synopsis
Complete adherence to laid out norms and security. Periodic assessment and audits to ensure
compliance with client, Infosys BPO and global benchmarks
A highly acclaimed performance record for Infosys BPO in delivering industry leading
RPA solutions, coupled with a guarantee of not only decreasing operational costs, but also
improving process efficiency and a constant effort to generate additional value for theclient.
3-6 months
25-30% improvement
For optimum benefits and scope identification, participation of key stakeholders and SMEs
is a must
As a way to drive down implementation costs, a strict execution plan and change
management plan is necessary
Importance and emphasis on process optimization to leverage complete benefits
ofautomation.
Factoring in IT infrastructure setup constraints and other such miscellaneous costs gives
more accurate cost and performance projections on a longer term
104 //
SEPTEMBER 2015
DRAFT
HOME
12.4 HP
Exhibit I
Key Parameters
Synopsis
Industry/Vertical
Consumer Goods
Process
A program team was created with key stakeholders from client and HP.
Agreed on the business case and the automation priority.
Weekly progress report on the implementation status.
Escalation management is in place to address issues in a timely manner.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Trained resources who have the skills required for the automation development.
Worked with the business to document the details of the processes, requirements and
design and develop the automation solution.
Performed testing on automation solution.
Moved automation solution to production
Monitored the automated process in the production environment as part of the warranty
and support plan.
Gradually phased out the human FTEs to the automated process
Plan in place to redeploy the FTEs released from automation
Client involvement in approving the tool, design, testing plan and involved in the testing.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Requests for absence (time-off, leave) and overtime are automatically processed in real
time eliminating delay and batch processing.
Not applicable
Third-party
// 105
DRAFT
HOME
Key Parameters
Synopsis
Innovative solution to address their business needs and pressure to reduce costs
Not applicable
Not applicable
Not applicable
Not applicable
Exhibit II
Key Parameters
Synopsis
Industry/Vertical
Manufacturing
Process
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Trained resources that have the skills required for the automation development.
Worked with the business to document the details of the processes, requirements and
design and develop the automation solution.
Performed testing on automation solution.
Moved automation solution to production
Monitored the automated process in the production environment as part of the warranty
and support plan.
Gradually phased out the human FTEs to the automated process
Plan in place to redeploy the FTEs released from automation
106 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Invoice data is captured from invoice image and validation rules are created to verify the
accuracy of the data captured.
Automated data entry into clients Workflow application and into SAP
Automated end to end invoice processing including indexing, PO line item matching, tax
code determination, posting, discrepancy process
The ability to replicate the process to automate third-party invoice processing for the same
client and other clients.
Third-party
Innovative solution to address their business needs and pressure to reduce costs.
Not applicable
Not applicable
Not applicable
Not applicable
HP and client are working to extend this automation for third-party invoices
Exhibit III
Key Parameters
Synopsis
Industry/Vertical
Process
// 107
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Trained resources who have the skills required for the automation development.
Worked with the business to document the details of the processes, requirements and
design and develop the automation solution.
Performed testing on automation solution.
Moved automation solution to production
Monitored the automated process in the production environment as part of the warranty
and support plan.
Gradually phased out the human FTEs to the automated process
Plan in place to redeploy the FTEs released from automation
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Eliminate the manual process where robot will process the transaction directly in SAP
Developed In-house
Innovative solution to address their business needs with better quality and faster
processing time which reduces costs.
Not applicable
108 //
SEPTEMBER 2015
Robot will log the outcome of the processing and create a report that shows items that
cannot be processed which require human intervention.
DRAFT
HOME
Key Parameters
Synopsis
Not applicable
Not applicable
Not applicable
Exhibit IV
Key Parameters
Synopsis
Industry/Vertical
Process
The proposal was discussed with key stakeholders from client and HP.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Work with business to document the details of the processes, requirements and design and
develop the automation solution.
Client involvement in approving the tool, design, testing plan and involve in the testing.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Automated validation against a set of validation/business rules and eliminating errors that
can occur if performed by a human person.
Skillset requirement is reduced as the validations are validated in this tool.
The ability to replicate the same vendor master automation process for other clients which
have similar characteristics.
// 109
DRAFT
HOME
Key Parameters
Synopsis
Developed In-house
Innovative solution to address their business needs with better quality and faster
processing time which reduces costs.
Not applicable
Not applicable
Not applicable
Not applicable
Exhibit V
Key Parameters
Synopsis
Industry/Vertical
Manufacturing
Process
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Received close to 45K incoming payments in 3 days which need to be applied to customer
accounts. Average monthly volume was 1,300.
110 //
SEPTEMBER 2015
Built cash application automation tool within 2 weeks. Prior to the automation
implementation, 3,700 items were processed.
Without automation, the process would have taken 3 months with additional FTEs being
needed from HP and client as 1 FTE can only process 300 items in a day.
When the automation was implemented, the remaining open items of 41K were processed
in 7 days.
DRAFT
HOME
Key Parameters
Synopsis
Robot will log the outcome of the processing and create a report that shows items that
cannot be processed which require human intervention.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
The ability to replicate the same cash application automation process for other clients
which have similar characteristics.
Third-party
HPs ability to respond to major event that impacts client processes with very fast response
time to come up with innovation solution. As a result HP was awarded with the Innovation
Award by the client
Not applicable
Not applicable
Not applicable
Not applicable
Robot can process high volume of transactions within days thereby reducing the
FTErequired
Fast implementation time
Significantly improved processing times from the original 3 months plan without
automation to just 7 days with automation.
50% FTE reduction
// 111
DRAFT
HOME
Exhibit VI
Key Parameters
Synopsis
Industry/Vertical
Transportation
Process
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Work with business to document the details of the SLA processes, requirements, design and
develop the automation solution.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Thorough testing process to ensure the SLA automation is working as designed per the
agreed SLA definition and the calculation of the SLA is done correctly.
Not applicable
Resources can focus on fixing the root cause that impacts SLA metrics before the final SLA is
provided to customer.
Third-party
Early detection of issues and resolution before the SLA metric becomes an issue.
112 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Not applicable
Not applicable
Not applicable
Not applicable
Exhibit VII
Key Parameters
Synopsis
Banking Client
Industry/Vertical
Financial Services
Process
Fraud Detection
Closely worked with the client on the automation solution, project scope, agreed on the
success criteria.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
HP uses automation engine that uses intelligent recognition to inspect the images of
presented cheques by comparing a range of characteristics to previous known good
paidcheques.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Not applicable
The tool flags suspect items to processors for review and decision.
Started with high value cheques and later include much lower cheque value.
The key ability here is to process high volume of cheques through the engine, and to
identify fraudulent cheques to a much lower value limit.
// 113
DRAFT
HOME
Key Parameters
Synopsis
Detected over 500K of attempted fraud each month since it went live therefore significantly
reducing losses to the customer.
Third-party
Fraud detection.
Not applicable
Not applicable
Not applicable
114 //
SEPTEMBER 2015
DRAFT
HOME
Synopsis
The client is a very large conglomerate and owns a variety of businesses which provide
product and services to the industrial, energy, transportation and construction sectors
Industry/Vertical
Diversified
Process
Non-voice (F&A)
EXL has its Proprietary Methodology for governing the engagement and Governance. It
has five phases: Baseline; Diagnose; Solution Proposal; Implementation; and Control
In Baseline the following are Done Process Shortlist, Create Project Charter, Creating
as-is-Process Maps, Baseline Key metrics, collect existing automation available and gather
benchmark data if available
In Diagnose Key automation opportunities are identified and further drilled down as RPA/
non-RPA. Then gap analysis, feasibility Assessment are done
In Solution Proposal, the high level solution model is defined and vetted with Key business
and client stakeholders and sign-off is procured. This is also the stage where we have
visibility of the key business benefits
The final stages involve solution design, development, implementation and control
In case of Partner lead implementation, EXL co-work with them and the partners
methodology is customised for implementation
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
This is done as part of the Implementation and Control Stage. The Solution gets implemented
in candidate systems and increased to larger process area. People are needed in the initial
phase to handle exceptions and also to provide inputs/ feedback to make the system smarter,
thereby allowing it to self-learn for given situations.
EXL uses internal proprietary methodology for this. The process excellence team lead
the finalising of the process and business metrics to be measured and use Six Sigma
methodology to monitor and control. Through a project charter key stakeholders are
established which would include the client stakeholders.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Not Applicable
Wherever applicable, EXL secures prior approvals from clients compliance and information
security team.
Pricing would need to be evolved over a period. Currently there is more of cannibalisation of
revenue for EXL and the outcome is enhanced value delivered to client.
Clients also participate in the ideation and project kick-off and are part of the regular and
established governance meetings. They are sent periodic project communications of the
RPA work being done.
// 115
DRAFT
HOME
Key Parameters
Synopsis
Not Applicable
Positive/Incremental
Positive/Incremental
RPA and Business Process Automation would be a key lever for an organizations evolving
maturity. There are more than 7+ RPA implementation in progress and since this is a new
evolution, too early to comment on Key lessons. EXL would continue to focus on identifying
process areas to implement RPA and focus on creating value to the client.
Exhibit II
Key Parameters
Synopsis
The client is a very large conglomerate and owns a variety of businesses which provide
product and services to the industrial, energy, transportation and construction sectors.
Industry/Vertical
Diversified
Process
Non-voice (F&A)
116 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
This initiative was led mutually by EXL (business operations lead, technology advanced
automation and RPA lead) and clients business leadership.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
EXL has a proprietary Robotics Process Automation (RPA) transition management process
that governs RPA projects lifecycle from human FTE to robots
Following are the key control points in EXLs RPA methodology/transition process (human
FTE to robot)
Outcome benchmarking (success criterion and business case)
RPA Applicability Assessment and detailed diagnostics
Proof-of-Concept and benchmarking validation
Robotics implementation
Measure and validate business impact realization
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
EXL has value-added palette of Robotics Automation Solutions that can be rapidly
leveraged for various business scenarios and industry verticals, this includes:
Automated input processing
Automated rule based software robots
Screen aggregation based robotics capability and many more
A straight 100% business impact(FTE reduction) by EXLs RPA implementation
EXLs advanced and robotics automation practice has a well-defined process of leading
RPA led engagement that facilitates near accurate quantification of benefits, faster timeto-value and merges EXLs deep-domain business process automation experience with
RPAs technical implementation
EXLs RPA implementation and transition process covers information security, data privacy
and regulatory compliance aspects with firm check-point activities and associated artefacts
(check-list).
Having benchmarked proposed benefits in a proof-of concept and current client relationship
being FTE based pricing, we had tabled alternative pricing proposal to client (Transaction
based/ Outcome based)
// 117
DRAFT
HOME
Key Parameters
Synopsis
EXLs efficiency improvement proposal that translated into visible financial gains for client
along with EXLs deep-domain knowledge and process expertise as key differentiator
Within 6 months
Positive/Incremental
Robotic processing in repetitive and low complexity processes can yield breakthrough results
Additionally, EXLs RPA offering maturity and readily available RPA that bring faster timeto-value
Exhibit III
Key Parameters
Synopsis
Industry/Vertical
Travel
Process
Refunds
This initiative was led mutually by EXL (business operations lead, technology advanced
automation and RPA lead) and clients business leadership.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
EXL has a proprietary Robotics Process Automation (RPA) transition management process
that governs RPA projects lifecycle from human FTE to robots.
Following are the key control points in EXLs RPA methodology/transition process (human
FTE to robot)
Outcome benchmarking (success criterion and business case)
PA Applicability Assessment and detailed diagnostics
Proof-of-Concept and benchmarking validation
Robotics implementation
Measure and validate business impact realization
118 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
EXL has value-added palette of Robotics Automation Solutions that can be rapidly
leveraged for various business scenarios and industry verticals, this includes:
Automated input processing
Automated rule based software robots
Screen aggregation based robotics capability and many more
A straight 20% business impact(FTE reduction) by EXLs RPA screen aggregation
implementation
EXLs advanced and robotics automation practice has a well-defined process of leading
RPA led engagement that facilitates near accurate quantification of benefits, faster timeto-value and merges EXLs deep-domain business process automation experience with
RPAs technical implementation.
EXLs RPA implementation and transition process covers information security, data privacy
and regulatory compliance aspects.
EXLs robotics automation palette 10+ cross-vertical and industry specific bots
comprising of both in-house and third-party capabilities.
EXLs efficiency improvement proposal that translated into visible financial gains for client
along with EXLs deep-domain knowledge and process expertise as key differentiator
Within 6 months
Any process that has multiple data sources for data entry is good candidate for
robotization.
Additionally, EXLs RPA offering maturity and readily available RPA that bring faster timeto-value
// 119
DRAFT
HOME
Exhibit IV
Key Parameters
Synopsis
Industry/Vertical
TTL
Process
UK Emailing Services
This initiative was led mutually by EXL (business operations lead, technology advanced
automation and RPA lead) and clients business leadership.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
EXL has a proprietary Robotics Process Automation (RPA) transition management process
that governs RPA projects lifecycle from human FTE to robots
Following are the key control points in EXLs RPA methodology/transition process (human
FTE to robot):
Outcome benchmarking (success criterion and business case)
RPA Applicability Assessment and detailed diagnostics
Proof-of-Concept and benchmarking validation
Robotics implementation
Measure and validate business impact realization
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
EXL has value-added palette of Robotics Automation Solutions that can be rapidly
leveraged for various business scenarios and industry verticals, this includes:
Automated input processing
Automated rule based software robots
Screen aggregation based robotics capability and many more
EXLs advanced and robotics automation practice has a well-defined process of leading
RPA led engagement that facilitates near accurate quantification of benefits, faster timeto-value and merges EXLs deep-domain business process automation experience with
RPAs technical implementation.
EXLs RPA implementation and transition process covers information security, data privacy
and regulatory compliance aspects with firm check-point activities and associated artefacts
(check-list).
This data in this process is internal to the business and there is no customer specific
information and didnt require regulatory compliance consideration.
120 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
EXLs robotics automation palette 10+ cross-vertical and industry specific bots
comprising of both in-house and third-party capabilities
Within 6 months
Robotics can not only drive efficiency but also provide significant effectiveness benefits.
12.6 Genpact
Exhibit I
Key Parameters
Synopsis
Industry/Vertical
Insurance
Process
Joint governance board comprising of Genpact RPA and business teams as well as client
members
// 121
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Solution development, user acceptance testing, parallel run and cut over
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Genpact delivered an innovative solution to the client by combining our mature Rapid
Automation capabilities along with our domain and industry specific pre-configured utilities
and claims data analysers to drive on-demand scalability, improved productivity by 50%
thereby reducing operating costs.
Genpacts RPA solutions delivered significant business benefits to client including 50%
productivity improvement, 100% accuracy and compliance.
Unique combination of process and domain expertise along with technological capability to
deliver 3X impact.
Immediate
Positive/Incremental
Negative/Decremental
122 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
From the client side, program needs to be owned at the CXO level. Maximum value can be
derived by deploying RPA in the retained organisation vs. deploying in processes that are
already outsourced and optimised.
Exhibit II
Key Parameters
Synopsis
Industry/Vertical
CPG
Process
We use Genpacts proprietary PMO framework for project governance. This would include
an executive governance board comprising of the Client and Genpact leadership plus a
project governance council (PGC) comprising of the operations folks from both the Client and
Genpact. PGC reports out the SLAs on a bi weekly basis to the Exec Governance Board.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Transitions start at the Go Live toll gate where we have a typical 30 days transition phase.
There are 3 phases here. Phase 1 is 100% parallel run (typically for < a week) and then the
mix of FTE and robot is altered depending on the process criticality.
This is a part of the governance cycle. Each automated process SLA is monitored exactly
in the same way as per the SLAs monitored for the human run process. We would look at
improving the SLAs for the automated processes as pre agreed with the client.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Innovations used across the automation lifecycle help us maximise the value derived from the
process automation for the clients e.g. SEP frameworks for process optimisation; Reusable
components for faster solution deployment (helped us speed up solution development by
over 30%); Rapid Automation (RA) + OCR mash-up to extract and validate data; 2-way /
3-way matching and automatic posting in ERP
Productivity up 30%
We used a third-party tool for providing the solution. This was in addition to the technology
mashup with our proprietary OCR solution and the Process Re-engineering frameworks
// 123
DRAFT
HOME
Key Parameters
Synopsis
The Client had to only deal with one organisation/partner for the BPO deal, process
optimisation, technology deployment, support and transformation leading to partner
simplification and cost savings for the clients
< 6 months
Not disclosed
Reduced by 38%
Clear ownership
Time to value was faster since we used our proprietary tool kits and frameworks (GPMO,
GCM); reduced risk to client due to end to end program management done by one partner.
All leading to efficient engagement and reduced operating costs.
Synopsis
Industry/Vertical
Technology
Process
Non-voice
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Same as above
124 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Team of in-house RPA experts monitor and manage virtual agents workforce on
clientsbehalf.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Reduction in end to end transaction time, quality improvement and cost reduction on a 97%
low-cost based (off-shored) organisation.
Compliant
Blue Prism
Positive/Incremental
Positive/Incremental
// 125
DRAFT
HOME
12.8 IGATE
Exhibit I
Key Parameters
Synopsis
One of the largest providers of employee benefits in the United States, Fortune 500 company
and a member of the S&P 500 Index.
Industry/Vertical
Insurance
Process
Employee Benefits
This initiative was led mutually by IGATE (business operations lead, technology advanced
automation and RPA lead) and clients business leadership
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
IGATEs change management process was deployed to manage the internal transition to a
robotics led process from a manual process while keeping all stakeholders from IGATE and
client side duly informed.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
IGATEs RPA implementation and transition process like any other BPO Process covers
information security, data privacy and regulatory compliance aspects with firm check-point
activities and associated artefacts (check-list).
Initial estimate of Cost benefits realized would be significant enabling IGATE to pass on a part
of the benefits realized to clients while improving our operating margins.
One of the largest providers of employee benefits in the United States, Fortune 500 company
and a member of the S&P 500 Index.
Third-party tool (Samyutam) with cognitive intelligence that can handle unstructured data
sets from multiple systems and learn the process as it encounters new scenario
126 //
SEPTEMBER 2015
Solution include accessing multiple systems, reading the required data from variable
format MS Excel files, making the required updates and creating output, as required
DRAFT
HOME
Key Parameters
Synopsis
While the cost reduced significantly it also had impact in other areas like improvement of
accuracy and scalability that enables us to process higher volume during peak season that will
help our client in additional revenue.
Revenue remains same minus the portion IGATE passes on to the client. We believe this
capability will help us acquire additional client/process and thus revenue accretive overall.
While # of FTEs for the process will reduce for transaction services the quality of the people
will improve from data entry to data validation requiring higher skills. Also we believe the
positive impact created will help us acquire additional business from client.
Robotic processing in repetitive and low complexity processes can yield breakthrough results
Exhibit II
Key Parameters
Synopsis
Industry/Vertical
Government Services
Process
End to end Residential Tenancy Bond administration. Extensive Automation of registry system
involving Document management solution, Workflow solution, Inquiry module for status
inquiries, online portal.
This initiative was led mutually by IGATE (business operations lead, technology advanced
automation and RPA lead) and clients business leadership.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
IGATEs change management process was deployed to manage the internal transition to an
automation led process from a manual process while keeping all stakeholders from IGATE and
client side duly informed.
// 127
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
IGATEs RPA implementation and transition process like any other BPO Process covers
information security, data privacy and regulatory compliance aspects with firm check-point
activities and associated artefacts (check-list).
IGATEs RPA implementation and transition process like any other BPO Process covers
information security, data privacy and regulatory compliance aspects with firm check-point
activities and associated artefacts (check-list).
IGATE offered a transaction based pricing and total estimated cost benefit over a period of
5years is $5million.
Designed and deployed automated residential tenancy bond administration platform that
automated lodgment, transfer, agent registration, claims and helpdesk.
Along with the significant cost benefits, operating costs reduced by 30%, overall process
time reduced by 33%, the client achieved process optimization, re-engineering and maximum
automation along with integration of Email and SMS
Revenue remains same minus the portion IGATE passes on to the client. We believe this
capability will help us acquire additional client/process and thus revenue accretive overall.
While # of FTEs for the process will reduce for transaction services the quality of the people
will improve from data entry to data validation requiring higher skills. Also we believe the
positive impact created will help us acquire additional business from client.
Automation of complex processes can yield breakthrough results and help achieve
significantbenefits.
128 //
SEPTEMBER 2015
DRAFT
HOME
Synopsis
Industry/Vertical
Telecom
Process
Back Office
Our RPA Maturity model typically runs on three levels defined by the industry: 1) Initialization,
2) Industrialization and 3) Institutionalization. The underlying objective behind using this
model is to start with automating standard and relatively less complex processes which are
labour, time and data intensive, repetitive, vulnerable to errors and may involve disparate
technology platforms/applications/systems with a loose coupling, and move toward creating
robots with machine learning and cognitive capabilities.
Typically powered by an RPA Centre of Excellence unit which serves as a CIO/COO/CTO/
BPM-driven umbrella empowered to drive RPA internally and externally. The primary goal is
to ensure effective collaboration and knowledge-sharing between different RPA units/silos
operating within the company so as to setup effective RPA project governance, evaluate
different tools/techniques/approaches to RPA, objectively identify, assess, measure and
manage RPA opportunities across different BUs/Depts./functions in the company, drive up
operational efficiencies in RPA projects, enable re-use of automated tasks by maintaining
a repository, deliver and track benefits of RPA projects across the company and manage
changeeffectively
Typical Structure followed
CTO/CIO
Program Directors | VP Process Improvement/BPM
Process Champions | IT
1)
Developers | Testers
CXOs/HODs/BU Heads:
Roles & Responsibilities (R&R): RPA Program Owner, RPA thought leadership
2) Program Directors/VP Process Improvement | BPM:
R&R: RPA Governance Framework and Policies for 1 or more depts./verticals as applicable,
setting up Solution and Milestone Frameworks, Tracking RPA projects and business benefits
therein, Evangelising the business benefits of RPA to senior execs/HODs, Business users et al,
Change Management
3) Program Managers/Project Managers:
R&R: Planning, driving and managing individual RPA projects, ensuring RPA projects are
executed and managed within the prescribed governance framework and are meeting time,
cost and quality expectations. Liaison with IT and infrastructure/facilities teams to ensure test
and development environment readiness.
4) Process Champions:
R&R: Lean/6 Sigma Process champions liaison with Program/Project management teams to
ensure process readiness
5) Developers/Testers:
R&R: Develop, execute and maintain RPA and Test Automation scripts and ensure adherence
to the governing RPA framework
// 129
DRAFT
HOME
Key Parameters
Synopsis
Typical Structure followed by Clients (may vary from vertical to vertical)
BPM/CIO/CTO/COO/BU Heads
130 //
SEPTEMBER 2015
Roles
Goals
CXOs/ BU Heads
Process Improvement/Excellence
Managers | Business transformation
Managers | IT Directors/Managers |
Change Management champions
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
30-day Bootstrapping engagement (joint effort between the client and TMBS)
1)
To identify low-hanging fruits (processes) and document them if they are not
documented or are partially documented
a.
Technology platforms/systems which are part of the process and couplings between
them, Security policies and general framework
Setup the test environment and/or use test data to automate 15% 20% of the identified
processes
2) Analyze results to assess whether the Pilot meets the minimum level of expectations on
ROI and level of adherence to the governing framework.
3) Identify bottlenecks, if any, and initiate corrective measures to remedy them.
4) Educate and/or train business users about the RPA initiative
RPA Initiation
1)
Initiate phased RPA development activity (Agile/Scrum methodology) basis the governing
RPA framework
2) Initiate RPA testing and conclude with UAT (User acceptance testing)
3) Post successful UAT, initiate complete process handover to the clients team (training
manuals/docs, support/escalation matrix et al)
Control points, SLA monitoring,
client communication
management etc. E.g.
Methodology for monitoring
accuracy levels, robot
configuration processes etc.
Error-handling modules, exception handlers, schedulers, triggers and failover modules are
inserted at potential fail points and control points in the automated task to ensure near
zero business continuity loss in the event of errors and/or unforeseen deviations from the
SLA. Process owners can be intimated of these show-stoppers/errors/deviations via email.
Event logs (with timestamps) are created and maintained for each RPA activity for auditing,
compliance and regulatory purposes.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Our RPA solution is a non-intrusive process hence wouldnt fall foul of any regulatory
requirement of that industry vertical. The RPA implementation and transition process covers
information security, data privacy and regulatory compliance aspects with firm checkpointactivities.
// 131
DRAFT
HOME
Key Parameters
Synopsis
1.
2.
$2 Million USD to the client over the course of the engagement due to process
optimization and FTE reduction.
1.
2.
It takes up a maximum of 12 weeks from RPA candidate identification to the final deployment/
handover. The break-even period or pay back is dependent on the nature of the automation
and the volume of transaction. However in our experience it ranges from 2 to 4 months.
As a % of the back office revenue, this represented a reduction of 10-15% of the revenues.
1.
If there are frequent changes to the tasks associated with a process, employing FTEs for
manual operations is optimal
2.
An enterprise reporting module helps identify efficiencies in the RPA script which can be
used to improve the speed of automation.
3. Introducing RPA in repetitive and low complexity processes can yield breakthrough
results
4. RPA introduction is an optimal solution for Transaction and Outcome based contracts
132 //
SEPTEMBER 2015
DRAFT
HOME
Exhibit II
Key Parameters
Synopsis
This can apply to banks providing services such as consumer banking, asset and wealth
management, finance management, securities brokerage et al.
Industry/Vertical
BFSI
Process
Capture and understand historical financial data (P&L, Balance Sheet and Annexures,
Earnings reports et al),
2.
// 133
DRAFT
HOME
Key Parameters
Synopsis
Our RPA Maturity model typically runs on three levels defined by the industry: 1)
Initialization, 2) Industrialization and 3) Institutionalization. The underlying objective behind
using this model is to start with automating standard and relatively less complex processes
which are labour, time and data intensive, repetitive, vulnerable to errors and may involve
disparate technology platforms/applications/systems with a loose coupling, and move
toward creating robots with machine learning and cognitive capabilities.
Typically powered by an RPA Centre of Excellence unit which serves as a CIO/COO/CTO/
BPM-driven umbrella empowered to drive RPA internally and externally. The primary goal is
to ensure effective collaboration and knowledge-sharing between different RPA units/silos
operating within the company so as to setup effective RPA project governance, evaluate
different tools/techniques/approaches to RPA, objectively identify, assess, measure and
manage RPA opportunities across different BUs/Depts./functions in the company, drive up
operational efficiencies in RPA projects, enable re-use of automated tasks by maintaining
a repository, deliver and track benefits of RPA projects across the company and manage
change effectively.
Typical Structure followed
CTO/CIO
Process Champions | IT
Developers | Testers
6) CXOs/HODs/BU Heads:
Roles and Responsibilities (R&R): RPA Program Owner, RPA thought leadership
7) Program Directors/VP Process Improvement | BPM:
R&R: RPA Governance Framework and Policies for 1 or more depts./verticals as applicable,
setting up Solution and Milestone Frameworks, Tracking RPA projects and business benefits
therein, Evangelising the business benefits of RPA to senior. execs/HODs, Business users et
al, Change Management
8) Program Managers/Project Managers:
R&R: Planning, driving and managing individual RPA projects, ensuring RPA projects are
executed and managed within the prescribed governance framework and are meeting time,
cost and quality expectations. Liaison with IT and infrastructure/facilities teams to ensure
test and development environment readiness.
9) Process Champions:
R&R: Lean/6 Sigma Process champions liaison with Program/Project management teams to
ensure process readiness
10) Developers/Testers:
R&R: Develop, execute and maintain RPA and Test Automation scripts and ensure
adherence to the governing RPA framework
Structure followed by this Client (may vary from vertical to vertical)
CEO | COO
VP Banking Ops
AVP
134 //
SEPTEMBER 2015
Business Users
DRAFT
HOME
Key Parameters
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
Synopsis
Roles
CXOs/ BU Heads
AVP Corporate
BankingOps
Business Users
30-day Bootstrapping engagement (joint effort between the client and TMBS)
5) To identify low-hanging fruits (processes) and document them if they are not
documented or are partially documented
a.
Error-handling modules, exception handlers, schedulers, triggers and failover modules are
inserted at potential fail points and control points in the automated task to ensure near
zero business continuity loss in the event of errors and/or unforeseen deviations from the
SLA. Process owners can be intimated of these show-stoppers/errors/deviations via email.
Event logs (with timestamps) are created and maintained for each RPA activity for auditing,
compliance and regulatory purposes.
// 135
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Our RPA solution (POC) is a non-intrusive process hence wouldnt fall foul of any regulatory
requirement of that industry vertical. The RPA implementation and transition process covers
information security, data privacy and regulatory compliance aspects with firm check-point
activities.
136 //
SEPTEMBER 2015
DRAFT
HOME
12.10 IBM
Exhibit I
Key Parameters
Synopsis
Industry/Vertical
Pharmaceutical
Process
Leveraging IBMs Maturity Model on Client processes, Global Process Leads assess with SMEs
to pinpoint opportunities. Then engage with the Client via The IBM Account Representative.
The client is then presented with the opportunity and benefits, as well as any security
concerns, before moving forward. Within IBM, we have tollgate reviews with a governance
board, to ensure concept, plan, develop, user acceptance test and deploy meet IBM
Standards of Benefit and Quality for the client.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
In addition to Global Process Leads, we have SMEs with deep skills in the different process
domains. We leverage a Roll Out Strategy Analysis methodology, that assesses:
IBM views Robot as virtual workers, so with the combination of SLOs, SLAs, productivity
metrics we use for Human production, we adjust and use on the robots. This includes human
supervision of robot performance.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Not disclosed
All required documentation, testing for controls, government reporting, are produced.
Not disclosed
// 137
DRAFT
HOME
Key Parameters
Synopsis
Configured the robot to read the excel file, open the imaging application and match the
bar code from excel with the invoice in the imaging application. It opens each image in the
imaging application, loads the image and parks invoices in SAP.
Business Outcome:
Not disclosed
Not disclosed
Not disclosed
Not disclosed
Improvements in accuracy
Automated the indexing confirmation process
Freed up practitioners to focus on exception handling
Exhibit II
Key Parameters
Synopsis
Industry/Vertical
Process
138 //
SEPTEMBER 2015
Leveraging IBMs Maturity Model on Client processes, Global Process Leads assess with SMEs
to pinpoint opportunities. Then engage with the Client via The IBM Account Representative.
The client is then presented with the opportunity and benefits, as well as any security
concerns, before moving forward. Within IBM, we have tollgate reviews with a governance
board, to ensure concept, plan, develop, user acceptance test and deploy meet IBM
Standards of Benefit and Quality for the client.
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
In addition to Global Process Leads, we have SMEs with deep skills in the different process
domains. We leverage a Roll Out Strategy Analysis methodology, that assesses:
IBM views Robot as virtual workers, so with the combination of SLOs, SLAs, productivity
metrics we use for Human production, we adjust and use on the robots. This includes human
supervision of robot performance.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Not disclosed
All required documentation, testing for controls, government reporting, are produced.
Not disclosed
Configured the robot to extract data from the ERP and format in Excel. Then run macros to
perform reconciliation between Entity books Vs Territory books and consolidate open and
ready for payment items.
Business Outcome:
Not disclosed
Not disclosed
Improvements in accuracy
Reduced manual intervention in data download, reconciliation and consolidation activities.
Freed up practitioners to focus on analyzing open items and recommending appropriate
action.
// 139
DRAFT
HOME
Key Parameters
Synopsis
Not disclosed
Not disclosed
Exhibit III
Key Parameters
Synopsis
Industry/Vertical
Manufacturing
Process
Leveraging IBMs Maturity Model on Client processes, Global Process Leads assess with SMEs
to pinpoint opportunities. Then engage with the Client via The IBM Account Representative.
The client is then presented with the opportunity and benefits, as well as any security
concerns, before moving forward. Within IBM, we have tollgate reviews with a governance
board, to ensure concept, plan, develop, user acceptance test and deploy meet IBM
Standards of Benefit and Quality for the client.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
In addition to Global Process Leads, we have SMEs with deep skills in the different process
domains. We leverage a Roll Out Strategy Analysis methodology, that assesses:
IBM views Robot as virtual workers, so with the combination of SLOs, SLAs, productivity
metrics we use for Human production, we adjust and use on the robots. This includes human
supervision of robot performance.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Not disclosed
All required documentation, testing for controls, government reporting, are produced.
140 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Not disclosed
Configured the robot by automating the processes to match and post invoices in SAP and
park unmatched invoices.
Business Outcome:
Not disclosed
Not disclosed
Not disclosed
Not disclosed
Improvements in accuracy
Freed up practitioners to focus on more complex unmatched POs and analyze trends, to
recommend how to further improve first pass yield.
Exhibit IV
Key Parameters
Synopsis
Industry/Vertical
IT
Process
Leveraging IBMs Maturity Model on Client processes, Global Process Leads assess with SMEs
to pinpoint opportunities. Then engage with the Client via The IBM Account Representative.
The client is then presented with the opportunity and benefits, as well as any security
concerns, before moving forward. Within IBM, we have tollgate reviews with a governance
board, to ensure concept, plan, develop, user acceptance test and deploy meet IBM
Standards of Benefit and Quality for the client.
// 141
DRAFT
HOME
Key Parameters
Synopsis
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
In addition to Global Process Leads, we have SMEs with deep skills in the different process
domains. We leverage a Roll Out Strategy Analysis methodology, that assesses:
IBM views Robot as virtual workers, so with the combination of SLOs, SLAs, productivity
metrics we use for Human production, we adjust and use on the robots. This includes human
supervision of robot performance.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Not disclosed
All required documentation, testing for controls, government reporting, are produced.
Not disclosed
Business Outcome:
Not disclosed
Not disclosed
142 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Not disclosed
Not disclosed
12.11 WNS
Exhibit I
Key Parameters
Synopsis
Industry/Vertical
Travel
Process
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
WNS has a proprietary tool to identify revenue leakage on fares filed in GDS (Global
Distribution System). By integrating multiple tools, WNS has enabled the client to automate
the process and reduced manual intervention. WNS followed in-house developed
methodology for transition / process called us EnABLE Engage, Architect, Build, Learn
and Execute. It covers components of BPR, SDLC and Operation Management.
Following are the key control points in RRG Clients for Repricing:
Automated updating of Repricing results on Return Files
Automated Transfer of Return Files (Auto complete) to client as per agreed timelines on a
daily basis to the client
Automated identification and tagging of Over-price and Under-price for client tickets
versus competitor
// 143
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
Implementation and Live Repricing Process covers Information Security, Data Privacy and
Regulatory Compliance Aspects with firm check-point.
Verifare is labeled with contingency / transaction based pricing model catering to all size
of airlines. Cost benefits are astonishing. Based on our experience some of the clients have
recovered more than USD 15 million in a year. Client does not need any upfront investment to
kick off the project except resource cost for implementation and operational support to the
outsourcing company.
Faster recognition of issues related to fare filing rules coupled with vast business
Within 3 months if not deployed at the client site (tool is based on contingency fee /
UTPmodel)
Reduction of revenue loss occurs due to Debit memos, therefore it is based on future loss
that could be in millions if proactive action is not taken by the client
Pricing model is based on UTP. Any issue identified in a month will reduce the billings for the
organization in subsequent months. Cost savings for the client.
Automated processing ensures proactive and real time revenue leakage to reduce the cost
and debit memos with high satisfaction with clients stakeholders internally / externally. Thus,
setting up of business rules with understanding of clients business is the key to success
144 //
SEPTEMBER 2015
DRAFT
HOME
Exhibit II
Key Parameters
Synopsis
The client is amongst the largest 20 shipping companies in the world. Its main business is
container shipping and offers others services like dry bulk, liquid bulk, refrigerated cargo and
vehicle transport. The company has a presence in more than 100 countries across the globe
Industry/Vertical
Shipping
Process
Non-Voice
The RPA team (consisting of Technology solutions and Process excellence exerts) works
closely with the Operations team to identify and execute on automation opportunity using
4-D Automation Framework (Diagnose, Design, Develop and Deliver). The progress of each
project is closely tracked by RPA team and shared with Operations teams of the account. The
Governance model has many key elements including Communication/Escalations plan with
RACI matrix, Reviews, reports and dashboards with internal and external stakeholders.
The progress of all RPA initiatives is regularly monitored by the steering committee headed by
Chief Technology Officer and Chief Capability Officer
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phase-wise
transition processes from
people to robots etc.
The Operations team remain involved in the entire life cycle of RPA from opportunity
identification, solution design, training, UAT, go-live and post implementation stage.
Generally, RPA only automates process steps while retaining all the existing system controls
built in the underlying ERP (or) Line of Business applications. All process changes have to go
through the change control procedure; this addresses the Control points, SLA monitoring
and Reporting, Process documentation and sign-offs, Process communication and updation
of knowledge management systems and process instructions
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the RPA
led engagement
The project responsibility lies with RPA project lead and is transferred to Operations post
successful launch and hand over to Operations after training, documentation and sign-offs
In most instances, we have not encountered any major change to compliance with regulatory
requirements, as RPA automates process steps of an existing process. However, our change
control procedures ensure compliance with information security, data privacy and regulatory
compliance aspects with firm check-point activities
// 145
DRAFT
HOME
Key Parameters
Synopsis
Reduction in per unit cost, significant reduction in cycle time, major improvements in accuracy
and enhancement of controls.
This process was on a UTP (Unit Transaction Price), so there was no negative impact on
revenues.
There was a substantial savings on number of FTEs. As the process was on Unit Transaction
Price, thus there was an improvement to the margins without any loss of revenue.
Process selection for RPA: Process was on transaction based pricing thus elimination of
manual process steps resulted in cost reduction without adversely impacting revenue
Upfront buy-in of Client, Technology and Info Security teams ensured smooth
implementation of RPA
Robust controls and compliance mitigated financial risks to process and eliminated
financial risks from process that was automated
146 //
SEPTEMBER 2015
DRAFT
HOME
12.12 Dell
Exhibit I
Key Parameters
Synopsis
Industry/Vertical
Healthcare Payer
Process
Claim Adjudication
Claims with minor edits are been processed by the team which consist of changes like (Zip
code, Address, Date of Birth & NPI correction) on the platform Excelys. These volumes
had a contribution of 10% of the overall volume.
The impact of the above process leads to high inventory issues, Non- adherence of
Turnaround Time, Delay in customer payments
This is an end to end platform BPO engagement with the customer, where the customer
process is run on the Dell IP platform Excelys. The contract is a multiyear engagement.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phasewise
transition processes from
people to robots etc.
The Robots are developed and deployed in the BPO business, completely transparently to the
customer. For testing prior to deployment, some live data is migrated into a sandbox system
and the robot is allowed to work on these. When the robot reaches a competency level of a
human operator, it is moved to the live environment.
The Robots are managed from within Dells proprietary process management tool called
DBPMS (Dell Business Process Management System). Within DBPMS is a control centre which
provides a view of each associate and the Robots are treated as Automated FTEs (AFTE) and
their transactions, accuracy levels and other parameters are measured the same way as it is
for a human. The robots are configured by the Automation team within Dell BPO.
Dell has developed a framework for capturing the needs of the process, the level of
complexity, FMEA as well as required outcomes. In addition, the process measures the
outcomes on completion of the AFTE project and gets a confirmation from the process
ownership to the actual savings realized.
The process in brief is as follows:
AFTE will pull claims pertaining to hold codes (which is related to provider, Member
corrections) from DBPMS
AFTE will navigate to multiple screen and extracts all required header & detailed
informations from Excelys.
AFTE will extract all electronic CMS1500 fields (Approx. 40 fields) from EDI
AFTE will compare both Excelys and CMS1500 field values.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the
RPAled engagement
This Robot completely replaced the human FTEs on this process and only a very small
number of exceptions that the Robot recognizes it cannot handle are moved to an exception
queue to be handled by humans. Currently exceptions are under 2%.
The process is completely compliant with regulations and with client requirements for
accuracy and completeness.
// 147
DRAFT
HOME
Key Parameters
Synopsis
The process is an end-to-end contract based on the number of members that the client
organization has. For this sub-process Dell has realized an 80% reduction in process cost.
This tool was developed in-house, uses a .NET framework as well as other automation
components built in-house.
Client gets a price reduction, reduction in TAT as well as an ability to handle large volumes
during spikes.
Lean Methodology has been followed to remove human intervention where AFTE will play
an external auto adjudication role for all minor edits in Excelys to release hold codes.
TAT achieved with higher productivity in less span days
Volume spike can be managed efficiently.
This process was on a UTP (Unit Transaction Price), so there was no negative impact on
revenues.
For processes with minor or no judgment, AFTEs are extremely reliable and versatile.
148 //
SEPTEMBER 2015
DRAFT
HOME
Exhibit II
Key Parameters
Synopsis
Industry/Vertical
Healthcare Payer
Process
Claim Adjudication
There is a separate workaround for pricing with help of an external application called
Webstart where the pricing for each line item has to retrieve and posted manually.
On an average an associate spend 20 mins for each claim to retrieve the pricing from
Webstart based on which he/she has to post the same on Excelys.
This impacted the timelines of the Customer, Internally the team faced lots of accuracy
issues on pricing due to which the Inventory was piling up.
This is an end to end platform BPO engagement with the customer, where the customer
process is run on the Dell IP platform Excelys. The contract is a multiyear engagement.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phasewise
transition processes from
people to robots etc.
The Robots are developed and deployed in the BPO business, completely transparently to the
customer. For testing prior to deployment, some live data is migrated into a sandbox system
and the robot is allowed to work on these. When the robot reaches a competency level of a
human operator, it is moved to the live environment.
The Robots are managed from within Dells proprietary process management tool called
DBPMS (Dell Business Process Management System). Within DBPMS is a control center which
provides a view of each associate and the Robots are treated as Automated FTEs (AFTEs)
and their transactions, accuracy levels and other parameters are measured the same way as it
is for a human. The robots are configured by the Automation team within Dell BPO.
Dell has developed a framework for capturing the needs of the process, the level of
complexity, FMEA as well as required outcomes. In addition, the process measures the
outcomes on completion of the AFTE project and gets a confirmation from the process
ownership to the actual savings realized.
The process in brief is as follows:
Pull Claims from DBPMS (Automation Queue)
AFTE extracts all required information (Auth#, MCR#) from Excelys.
AFTE captures all field value from UB92 form (EDI)
AFTE log into WebStart (Pricer) and post all demographics and service lines (which are
been extracted from Excelys, UB92 form) and starts generating the pricing for each service
line and will update the same on the AFTE Report.
AFTE Report will provide the list of re-priced allowed amount.
Final validation of pricing is done by human FTEs as this is a sensitive process. However
time spent per claim is reduced to under 3 minutes
// 149
DRAFT
HOME
Key Parameters
Synopsis
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the
RPAled engagement
This Robot reduces human FTEs by over 80% on this sub-process. As the process is part of an
end to end engagement there is no change in the overall business model with the customer.
The process is completely compliant with regulations and with client requirements for
accuracy and completeness.
The process is an end-to-end contract based on the number of members that the client
organization has. For this sub-process Dell has realized a 70%+ reduction in process cost.
This tool was developed in-house, uses a .NET framework as well as other automation
components built in-house.
Client gets a price reduction, reduction in TAT as well as an ability to handle large volumes
during spikes.
AFTE will works as an auto price engine to determine the pricing/re-pricing
allowableamount.
This reduces human intervention with the claims in Excelys and Webstart.
Improves Quality & Accuracy
Reduced Turnaround Time and Increased Productivity as 90% of the fields are automated.
Volume spike can be managed efficiently.
For processes with minor or no judgment, AFTEs are extremely reliable and versatile.
150 //
SEPTEMBER 2015
DRAFT
HOME
Exhibit III
Key Parameters
Synopsis
Industry/Vertical
Healthcare Provider
Process
Accounts Receivable
Associates are required to capture information from multiple screens into the workflow
system while processing accounts receivables.
Copy the account number from DBPMS to Customer System
Navigate to different screens to fetch the below mentioned information.
835 Response which is the Electronic EOB (Insurance paid amount and Patient
responsibility and Denial reason)
277 responses which is the Electronic response of Claim status.
UM Screen details (DOS,TAX ID,NPI Etc..)
Check Activity codes in summary notes (EOB, CORR, EOBRE etc.)
Update Allowed amount, and patient responsibility if any in BU screen
Check Eligibility response
Raise dispute for denial and underpayment scenarios
Frame the notes using calling informations
Drop activity codes in CUSTOMER SYSTEM, if required.
Submit the notes in DBPMS with appropriate issue codes, result codes and activity codes.
This is an end to end BPO engagement with the customer for multiple processes, where the
customer process is run on a customer platform, but also uses multiple other technologies as
well as EDI. The contract is a multiyear engagement.
Transition Management/
process during an RPA
deployment from current
state (involving human FTEs)
may include robot training
processes, phasewise
transition processes from
people to robots etc.
The Robots are developed and deployed in the BPO business, completely transparent to the
customer. For testing prior to deployment, some live data is migrated into the training system
and the robot is allowed to work on these. When the robot reaches a competency level of a
human operator, it is moved to the live environment.
// 151
DRAFT
HOME
Key Parameters
Synopsis
The Robots are managed from within Dells proprietary process management tool called
DBPMS (Dell Business Process Management System). Within DBPMS is a control centre which
provides a view of each associate and the Robots are treated as Automated FTEs (AFTE) and
their transactions, accuracy levels and other parameters are measured the same way as it is
for a human. The robots are configured by the Automation team within Dell BPO.
Dell has developed a framework for capturing the needs of the process, the level of
complexity, FMEA as well as required outcomes. In addition, the process measures the
outcomes on completion of the AFTE project and gets a confirmation from the process
ownership to the actual savings realized.
The process in brief is as follows:
AFTE Logs into DBPMS and CUSTOMER SYSTEM.
AFTE goes to various data feeds and pulls information in real time into CUSTOMER
SYSTEM and DBPMS.
AFTE validates the data available and the eligibility of the patients.
AFTE creates notes for the case in DBPMS
Notes are presented to the AR rep calling on the debtors
Post call, Rep adds call notes and submits in DBPMS.
Value addition/Innovation:
Value derived by service
provider and innovative
practices adopted for the
RPAled engagement
This Robot completes all the pre-call tasks for the human FTEs to make the call on the
debtors and ensures that when the call is made it is productive as all the information needed
for a call is available in one screen. This improves the productivity and outcomes of the human
AF callers.
The process is completely compliant with regulations and with client requirements for
accuracy and completeness.
The process is a contract based on the collections as well as on the ageing of the debt. For
this sub-process Dell has realized a reduction in process cost, but more importantly process
efficiency and quality has increased significantly.
This tool was developed in-house, uses a .NET framework as well as other automation
components built in-house.
152 //
SEPTEMBER 2015
DRAFT
HOME
Key Parameters
Synopsis
Client gets a higher remuneration, reduction in ageing as well as an ability to handle larger
volumes during spikes.
Improvement in quality of calls and outcome from calls as all data is available for the caller
in one place.
Call notes are prepared and kept ready. The associate has to only add the details from the
actual call on top and it can be saved in the AR system.
Better outcomes helps make the human FTEs happier as they are able to complete their
tasks more effectively and reduces frustration spent in looking for required data.
The AFTE can help streamline complicated processes, thereby improving the work quality for
the human FTEs.
// 153
DRAFT
HOME
NOTES
154 //
SEPTEMBER 2015
DRAFT
HOME
Human Resources
// 155
DRAFT
HOME
Domains
Healthcare Services
Banking Services
Insurance
156 //
SEPTEMBER 2015
DRAFT
HOME
References
We have referenced various materials on RPA from publicly
available sources including news articles/briefings, white
papers and viewpoints from subject matter experts.
1.
Contact Us
For further information on RPA and the global sourcing
landscape, please contact: research@mindfields.net.au
// 157
DRAFT
HOME
GROW FOR
TOMORROW.
INNOVATION. IMPACT.
INSIGHT. PERFORMANCE.
MINDFIELDS
Mindfields is a vendor agnostic sourcing and
management advisory firm that provides
strategic sourcing advisory services to
CXOlevelexecutivesacross industries.
Ourexperienced consultants leverage exclusive
IPbased proprietary tools and information databases
to evaluate and identify the optimalvendors for
yourrequirements.
For more information about Mindfields,
please visit us at: www.mindfields.net.au
For further information on RPA and the global sourcing
landscape, please contact: research@mindfields.net.au
Sydney Office
Level 26, Bloomberg Towers
1 Bligh Street, Sydney NSW 2000
Telephone: +61 2 8226 8575
Fax: +61 2 8226 8899
Melbourne Office
Level 3, 480 Collins Street
Melbourne VIC 3000
Telephone: +61 3 8610 6327
Fax: +61 3 8610 6334